ISO/TC 258 Business Plan Date: 03/02/2012

Version: Approved Page: 1

ISO/TC258 Business Plan - 3 February 2012

BUSINESS PLAN

ISO/TC 258 Project, programme and portfolio management

EXECUTIVE SUMMARY The scope of ISO/TC 258 is: Standardization within the field of Project, Programme and Portfolio Management Project, programme and portfolio management is the set of management techniques, methods, and approaches that allow organizations to connect their objectives to successful projects. The deliverable of ISO/TC 258 is a family of standards in the field of project, programme, and portfolio management which will enable an organization’s continuous improvement, better resource utilization, and achievement of organizational objectives. Project, programme and portfolio management standards have broad application for any organization in any sector. The overall objectives of ISO/TC 258 are:

produce standards that address the needs of organizations, their customers and other stakeholders in the field of project, programme, and portfolio management;

support, maintain and improve developed project, programme, portfolio management standards;

The standards developed by ISO/TC 258 are not intended to be used for certification or regulatory purposes.

1 INTRODUCTION

1.1 ISO technical committees and business planning

The extension of formal business planning to ISO Technical Committees (ISO/TCs) is an important measure which forms part of a major review of business. The aim is to align the ISO work programme with expressed business environment needs and trends and to allow ISO/TCs to prioritize among different projects, to identify the benefits expected from the availability of International Standards, and to ensure adequate resources for projects throughout their development.

1.2 International standardization and the role of ISO

The foremost aim of international standardization is to facilitate the exchange of goods and services through the elimination of technical barriers to trade. Three bodies are responsible for the planning, development and adoption of International Standards: ISO (International Organization for Standardization) is responsible for all sectors excluding Electrotechnical, which is the responsibility of IEC (International Electrotechnical Committee), and most of the Telecommunications Technologies, which are largely the responsibility of ITU (International Telecommunication Union).

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ISO/TC258 Business Plan – 3 February 2012

ISO is a legal association, the members of which are the National Standards Bodies (NSBs) of some 140 countries (organizations representing social and economic interests at the international level), supported by a Central Secretariat based in Geneva, Switzerland. The principal deliverable of ISO is the International Standard. An International Standard embodies the essential principles of global openness and transparency, consensus and technical coherence. These are safeguarded through its development in an ISO Technical Committee (ISO/TC), representative of all interested parties, supported by a public comment phase (the ISO Technical Enquiry). ISO and its Technical Committees are also able to offer the ISO Technical Specification (ISO/TS), the ISO Public Available Specification (ISO/PAS) and the ISO Technical Report (ISO/TR) as solutions to market needs. These ISO products represent lower levels of consensus and have therefore not the same status as an International Standard. ISO offers also the International Workshop Agreement (IWA) as a deliverable which aims to bridge the gap between the activities of consortia and the formal process of standardization represented by ISO and its national members. An important distinction is that the IWA is developed by ISO workshops and fora, comprising only participants with direct interest, and so it is not accorded the status of an International Standard.

2 BUSINESS ENVIRONMENT OF THE ISO/TC

2.1 Description of the Business Environment

The following political, economic, technical, regulatory, legal and social dynamics describe the business environment of the industry sector, products, materials, disciplines or practices related to the scope of this ISO/TC, and they may significantly influence how the relevant standards development processes are conducted and the content of the resulting standards: Project, programme, and portfolio management are management approaches that allow organizations to achieve the following:

Gain competitive advantage

Respond quickly to changing business environments

Optimize use of resource

Manage organisational change

Adhere to socio-economic, sustainability and environmental responsibilities

Obtain an enterprise view of what the organization is undertaking to feed strategic planning for the future

Connect their organizational strategy to the collective and related benefits On a global scale organisations are experiencing the following:

Increasing customer and stakeholder expectations relating to the variety, functionality, availability, quality, and cost of products and services

Increasing collaboration through projects on a global scale

Increasing number of national, sector specific and organisational standards

the lack of international standards for project, program and portfolio management

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ISO/TC258 Business Plan – 3 February 2012

2.2 Quantitative Indicators of the Business Environment

The following list of quantitative indicators describes the business environment in order to provide adequate information to support actions of the ISO/TC: There are multiple indicators of the breadth of interest and demand for project management as a professional field. According to the Economist Intelligence Unit Views Wire, over 20 million people worldwide work on project teams, and 20% of global GDP (USD $13 trillion in 2010) is spent on fixed capital projects. This $13 trillion figure represents “gross fixed capital formation”: land improvements, building construction, machinery and equipment purchases; and the construction of roads, railways, etc. and does not include large domains of private investment, such as the billions of dollars spent on IT software and services, new product development in all industries, new business processes, and on media production and other forms of intellectual property. Furthermore, this figure is projected to increase to USD $17 trillion by the end of 2013. A 2008 study by the Anderson Economic Group (and commissioned by PMI) shows that in 2006 there were over 24.4 million employees participating in projects (the projects individually or as part of either a programme or a portfolio) in industries in 11 major global economies, and by 2016 there will be enough demand to support a total of 32.6 million employees in industries in these same countries. Among these 11 leading economies, total GDP will rise from $7 trillion to $11.5 trillion by 2016, but that up to $194 billion of that growth is at risk due to a project management skills shortage.

3 BENEFITS EXPECTED FROM THE WORK OF THE ISO/TC

There are multiple benefits for a wide variety of stakeholders such as organisations performing projects, programmes and portfolios; customers using the respective deliverables; practitioners in the field of project, programme and portfolio management; certification bodies; professional associations; research and educational institutions; National Standardisation Bodies and ISO. Benefits include but are not restricted to:

Improve the performance of projects, programmes and portfolios;

Improve organizational efficiency and effectiveness;

Better alignment of national standards and sector-specific guidance

Improve collaboration and communication on global scale

Expand knowledge base

Improves tendering and supplier selection and integration

Less efforts in developing project, programme and portfolio management

Increased mobility and employability of users

Advance the profession

Increased business opportunities

4 REPRESENTATION AND PARTICIPATION IN THE ISO/TC

4.1 Countries/ISO members bodies that are P and O members of the ISO committee

ISO/TC 258 supports the broadest possible participation of ISO members,. A list of current members of TC258 may be found at http://isotc.iso.org/livelink/livelink?func=Committees.memberslist&objid=10286597&sortcol=lastname

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4.2 Analysis of the participation

As project, programme, and portfolio management continue to gain recognition and adoption in all sectors of the economy, member countries and liaison participation in ISO/TC 258 is expected to increase. At the start of TC258, there was another committee PC236 which had 37 participating members, 15 observing members,and one liaison. PC236 is the committee developing ISO 21500 – Guidance on Project Management. Upon the completion of ISO21500, PC236 will propose to move the maintenance of that standard to TC258. As of the second plenary, ISO/TC 258 has 31 P-member (participating) and 5O-member (observing) countries, and two liaisons. Many participating members routinely send multiple delegates to the plenary meetings, implying significant interest and the ability to support multiple work items. ISO/TC 258 encourages participation from all countries with emphasis on those countries that have not been able to contribute to standards development in the past.

5 OBJECTIVES OF THE ISO/TC AND STRATEGIES FOR THEIR ACHIEVEMENT

5.1 Defined objectives of the ISO/TC

The overall objectives of ISO/TC 258 are to:

produce ISO deliverables that address the needs of organizations of all sizes including small- and medium-sized business, their customers and other stakeholders in the field of project, programme, and portfolio management;

support, maintain and improve developed project, programme, portfolio management standards, and other ISO deliverables within the scope of TC258.

5.2 Identified strategies to achieve the ISO/TC’s defined objectives

Initially, the TC will consider development of work items described in Annex A. Additional in-scope New Work Item Proposals may be considered, and if accepted, added to Annex A. ISO/TC 258 is anticipated to include a Working Group for each chartered work item. The standards developed by ISO/TC 258 are not intended to be used for certification or regulatory purposes. In order to achieve its objectives, ISO/TC 258 shall:

meet and communicate regularly to accomplish work in different participating countries;

maintain the integrity of its products by improving the review process;

encourage the participation and consensus building of all relevant parties and facilitate their active involvement in decision making processes;

encourage and develop group discussion processes that lead to consensus building;

continually improve ISO/TC 258 operations;

capture and disseminate the experience and technical knowledge of subject matter experts participating in the development of project, programme, and portfolio management standards;

liaise with other TCs and PCs to offer improvement to assist with the development of generic or specific project, programme, and portfolio management standards.

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ISO/TC258 Business Plan – 3 February 2012

6 FACTORS AFFECTING COMPLETION AND IMPLEMENTATION OF THE ISO/TC WORK PROGRAMME

The success of ISO/TC 258 depends on the ability of the member bodies to staff the key working groups with knowledgeable experts from a wide range of their national constituencies. The diverse views of all participants will produce a set of well-formulated standards that will account for the views of all prospective standards users.

7 STRUCTURE, CURRENT PROJECTS AND PUBLICATIONS OF THE ISO/TC

This section gives an overview of the ISO/TC’s structure, scopes of the ISO/TCs and any existing subcommittees and information on existing and planned standardization projects, publication of the ISO/TC and its subcommittees.

7.1 Structure of the ISO committee

7.2 Current projects of the ISO technical committee and its subcommittees

7.3 Publications of the ISO technical committee and its subcommittees

Reference information

Glossary of terms and abbreviations used in ISO/TC Business Plans General information on the principles of ISO's technical work