ISO 21500:2012 and PMBoK 5 processes in information systems project management

Varajão, João; Colomo‐Palacios, Ricardo; Silva, Hélio

doi:10.1016/j.csi.2016.09.007

Cited by 54 publications

(45 citation statements)

References 35 publications

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“…These research works provide an interesting operational approach with operational aspects that can help describing best practices in a process model. From the project management perspective, a recent survey on ISO 21500 and PMBoK has shown that quality management and risk management are the last processes to be considered by project managers. Risk management needs to be strengthened and adapted so that it is applied to the size and context of the company and multiple risk management frameworks can be exploited.…”

Section: Related Workmentioning

confidence: 99%

ISO 31000‐based integrated risk management process assessment model for IT organizations

Barafort

Mesquida

Mas

2018

J Software Evolu Process

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Governance, Risk management, and Compliance activities are key challenges faced by organizations. Process Models and Capability Process Assessments are governance instruments that can help organization in assessing and improving their processes. Several ISO standards propose process models for Management System Standards based on ISO 9001, ISO/IEC 20000‐1, and ISO/IEC 27001, and for project management with ISO 21500. The ISO 31000 standard provides guidance for Risk management with a process approach and systemic perspective. This paper presents an ISO 31000‐based Integrated Risk Management Process Assessment Model (PAM) for IT organizations enabling to integrate on an easy way several ISO process‐oriented standards which are often targeted by IT organizations. This PAM integrates risk management dimensions with ISO 9001, ISO 21500, ISO/IEC 20000‐1, and ISO/IEC 27001. It offers a centralized and integrated risk management approach which provides the basis to improve, coordinate, and interoperate risk management activities.

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Section: Related Workmentioning

confidence: 99%

ISO 31000‐based integrated risk management process assessment model for IT organizations

Barafort

Mesquida

Mas

2018

J Software Evolu Process

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“…It is the general description of knowledge, skills, and tools required for project management by the Project Management Institute (PMI) [10,11]. It identifies ten knowledge areas for organizing processes: Stakeholder, integration, scope, time, Sustainability 2019, 11, 5731 3 of 17 cost, risk, quality, human resources, procurement, and communication [12]. Certain studies have measured performance across some of these knowledge areas or revealed the impact of specific knowledge areas on performance [12].…”

Section: Traditional Cpm Performancementioning

confidence: 99%

“…It identifies ten knowledge areas for organizing processes: Stakeholder, integration, scope, time, Sustainability 2019, 11, 5731 3 of 17 cost, risk, quality, human resources, procurement, and communication [12]. Certain studies have measured performance across some of these knowledge areas or revealed the impact of specific knowledge areas on performance [12]. The performance evaluation of CPM often involves some aspects of the project knowledge area.…”

Section: Traditional Cpm Performancementioning

confidence: 99%

Sustainable Construction Project Management (SCPM) Evaluation—A Case Study of the Guangzhou Metro Line-7, PR China

Dong

Xiong

et al. 2019

Sustainability

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As a pillar industry of the Chinese national economy, the construction sector needs to improve its level of management to embrace sustainable development. Sustainable construction project management (SCPM) performance evaluation can help to raise the level of management. However, the existing evaluation system that takes into account both the sustainable development and the dimension of traditional project management is meager. In order to address this problem, this study sets out an integrated sustainable performance evaluation method for SCPM, along with a comprehensive analysis of both traditional and future management directions. Through literature review and enterprise data analysis of the relevant factors of finance, schedule, quality, and safety, etc., indicators are filtered and classified. In order to determine the strength of each indicator, a questionnaire is administered to construction professionals within a large construction enterprise (group). From the result of the weight with an improved Group-G1 (iG1) method (finance 0.206, schedule 0.206, quality 0.185, safety 0.134, informatization 0.134, and greenization 0.134), it indicates that finance, schedule and quality management are still top three important dimensions in SCPM. However, amazingly, the greenization and informatization management is as significant as safety management. Finally, based on set pair analysis, the Guangzhou Metro Line 7 project is used as a verifying case, affirming the validity of the sustainable performance evaluation model. The above SCPM evaluation model can not only provide a guideline for construction companies' sustainable management in China, but also serve as reference cases for other countries/regions to carry out relevant research work.Sustainability 2019, 11, 5731 2 of 17 low profit, large resource consumption, serious environmental pollution, and poor ability to utilize information technology within the construction industry have raised concerns [4]. Moreover, traditional management fails to adequately address problems that often exist in areas of quality, scheduling, and safety, etc. [5]. China's state-owned construction companies generate a profit margin of 3.5%, compared with 10% for foreign companies [2]. According to the World Business Council for Sustainable Development, the construction industry accounts for about 40% of total national energy consumption, and produces between 45% and 65% of the disposed waste in landfills [6]. At the same time, the informatization level of the construction industry is only higher than that of agriculture, ranking the second to last among all industries [7]. Simply, the high-speed construction industry development pattern of 'high consumption, high pollution, low informatization, and low profit' is a matter requiring urgent attention [8].Consequently, how best to improve the economy, environment, and social equity, by way of improving the level of management, has become topical within the industry. The quality of management within construction enterprises, which directly ...

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“…According to the paper [17] published in 2012, "PMBOK" is a standard body which has defined five process groups and ten knowledge areas as the key elements for management of any project. To determine which of these knowledge areas most important for determining the success or failure of project an online survey was conducted.…”

Section: Introductionmentioning

confidence: 99%

Project Management’s Triple Constraints Mapping on Augmented Reality based Learning System for Improved Quality

Sirshar¹,

Ali²,

Baig³

2019

Preprint

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Over the last few decades there has been an exponential growth in IT, motivating IT professionals and scientists to explore new dimensions resulting in the advancement of artificial intelligence and its subcategories like computer vision, deep learning and augmented reality. AR is comparatively a new area which was initially explored for gaming but recently a lot of work has been done in education using AR. Most of this focuses on improving students understanding and motivation. Like any other project, the performance of an AR based project is determined by the customer satisfaction which is usually affected by the theory of triple constraints; cost, time and scope. many studies have shown that most of the projects are under development because they are unable to overcome these constraints and meet project objectives. We were unable to find any notable work done regarding project management for augmented reality systems and application. Therefore, in this paper, we propose a system for management of AR applications which mainly focuses on catering triple constraints to meet desired objectives. Each variable is further divided into subprocesses and by following these processes successful completion of the project can be achieved.

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ISO 21500:2012 and PMBoK 5 processes in information systems project management

Cited by 54 publications

References 35 publications

ISO 31000‐based integrated risk management process assessment model for IT organizations

ISO 31000‐based integrated risk management process assessment model for IT organizations

Sustainable Construction Project Management (SCPM) Evaluation—A Case Study of the Guangzhou Metro Line-7, PR China

Project Management’s Triple Constraints Mapping on Augmented Reality based Learning System for Improved Quality

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ISO 21500:2012 and PMBoK 5 processes in information systems project management

Cited by 54 publications

References 35 publications

ISO 31000‐based integrated risk management process assessment model for IT organizations

ISO 31000‐based integrated risk management process assessment model for IT organizations

Sustainable Construction Project Management (SCPM) Evaluation—A Case Study of the Guangzhou Metro Line-7, PR China

Project Management&rsquo;s Triple Constraints Mapping on Augmented Reality based Learning System for Improved Quality

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Project Management’s Triple Constraints Mapping on Augmented Reality based Learning System for Improved Quality