1. ISO 9001:2015 Quality Management System
As an Organizational Process Asset

2. Chad J. Dehmler, MBA, PMP Presenter Background
IT Project Management consulting to the Manufacturing Technology department of Globalfoundries
Project management consulting for NYS ITS Chief Portfolio Office, Governance
eCommerce industry experience in Madrid, Spain
Quality Management and Project Management Experience in Rochester NY for a Fortune 500 medical devices company.

3. ISO 9001:2015 Quality Management System
As an Organizational Process Asset

4. Introduction
Provide a presentation whose theme reviews the salient points of an ISO 9001:2015 QMS, their interrelation with the PMBOK® knowledge areas, and how they can be used in developing an organizational methodology that improves project results and enhances quality products and services.

5. Process Groups & Knowledge Areas

6. PMBOK® Concepts Knowledge Areas Process Groups
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Stakeholder Management
Process Groups
Initiating
Planning
Executing
Controlling
Closing
The Process Groups consist of Processes
(47 in total)
Each Process consists of
Inputs
Tools & Techniques
Outputs

7. Quality Management System Definition
Quality Management System as recommend by ISO is a “collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. It is expressed as the organizational structure, policies, procedures, processes and resources needed to implement quality management” (as defined at Wikipedia.org).

8. PMBOK® Organizational Process Asset Definition
Plans, processes, policies, procedures and knowledge bases that are specific to and used by the performing organization. PMBOK®5th edition page 548.
In most input/outputs
Opa, my wise old grandfather

9. Organizational Process Asset as an Input
One thing that we as PMP’s recognize is that Organizational Process Assets (OPA) are an important part of project management. The PMBOK® says, “these should be taken into account for every process, even if they are not explicitly listed as inputs in the process specifications. Organizational Process Assets provide guidelines and criteria for tailoring the organization’s processes to the specific needs of the project.” (5th edition, page 47).

10. “An integrative approach through process management”
“Project Management in Quality has become the topic of various publications as the methodology was found to be an effective and efficient way to implement a quality management system per ISO 9001 or other quality related standards.” “On the other hand, the issue of Quality and Project Management has received very little attention as judged by the quasi absence of reference material on the subject. In other words, how can proper project management methodology (per the PMBOK® Guide guidelines) be implemented at the enterprise level, that complies with the ISO 9001 (revision 2000) requirements in order to obtain third party registration?”

11. Quality Management System
ISO 9001:2015 Sections
Scope
Normative References
Terms and Definitions
Context of the Organization
Leadership
Planning
Support
Operation
Performance Evaluation
Improvement
Quality Management System

12. Methodologies Compared
ISO 9001: 2015 Section
PMBOK® Concept
1. Scope
Scope Management
4. Context of the Organization
Enterprise Environmental Factors
5. Leadership
Human Resource Management
6. Planning
Planning Process Group
Risk Management
Communications Management
7. Support
Execution Process Group
8. Operation
Disintegration Management
9. Performance Evaluation
Monitoring & Controlling Process Group
10. Improvement

13. Context Environment Context of the Organization1
Enterprise Environmental Factors2
External Analysis
Marketplace conditions
Interested Parties
Political Climate
Legal environment
Government or Industry Standards
Geographic Source
Geographic distribution of facilities
Internal Analysis
Organizational Culture
Personnel Administration
1 Cochran, Craig, ISO 9001:2015 in Plain English, 2015, page 12
2 PMBOK, Project Management Institute, 5th Edition, 2013, page 29

14. ISO 9001:2015 Section 5 Leadership [Plan]

15. ISO 9001:2015 Section 6 Planning [Process Group]
“The planning process group consists of those processes performed to establish the total scope of the effort, define and refine the objectives, and develop the course of action required to attain those objectives” PMBOK® 5th edition page 55.

16. ISO 9001:2015 6.1 Actions to Address Risks & Opportunities
Risk Management
“Effective risk management is critical to mission success. The implementation of a thorough, disciplined risk management approach is now required of all NASA programs and projects. Although formal risk management is essential, the Agency encourages program managers to tailor the risk management approach so that it fits the unique needs of the program.” (

17. 11.1 Plan Risk Management Tools & Techniques Analytical Techniques
Expert Judgment
Meetings

18. 11.2 Identify Risks Brainstorming Delphi Technique Ishikawa
Documentation Reviews
Information gathering techniques
Checklist analysis
Assumptions analysis
Diagramming techniques
SWOT analysis
Expert Judgment
Brainstorming
Delphi Technique
Ishikawa
Influence diagrams

19. 11.3 Perform Qualitative Risk Analysis
Tools & Techniques
Probability and Impact Matrix
Risk Data Quality Assessment
Risk Categorization

20. 11.4 Perform Quantitative Risk Analysis
Tools & Techniques
Data gathering and representation techniques
Quantitative risk analysis and modeling techniques

21. 11.5 Plan Risks Responses Tools & Techniques
Negative: Avoid/Transfer/Mitigate/Accept
Positive: Exploit/Enhance/Share/Accept

22. ISO 9001:2015 7.4 Communication [Management Plan]
Who are you communicating with?
What are you trying to communicate?
When are you going to communicate?
Where is the communication coming from?
[Why are you communicating?]
How are you going to communicate?
1 Cochran, Craig, ISO 9001:2015 in Plain English, 2015, page

23. ISO 9001:2015 Section 10 Improvement
“Project Quality Management […] supports continuous process improvement activities as undertaken on behalf of the performing organization.” PMBOK®5th edition page 227.

24. PMBOK® Quality Management Knowledge Area
“…uses policies and procedures to implement […] the organization’s quality management system” PMBOK®5th edition page 227.
PMBOK recognizes orgs have QMSs
Defined ones or not

25. PMBOK® Quality Management Knowledge Area

26. Chad J. Dehmler, MBA, PMP Presenter Background
IT Project Management consulting to the Manufacturing Technology department of Globalfoundries
Project management consulting for NYS ITS Chief Portfolio Office, Governance
eCommerce industry experience in Madrid, Spain
Quality Management and Project Management Experience in Rochester NY for a Fortune 500 medical devices company.