Auditing the Project Management Office

J

JJ777

#1
From an ISO9001 point of view how should the audit be approached?
The project office is part of the whole new development process, apart from the project plan and meetings to keep track what else can be verified?

Thanks
 
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DannyK

Trusted Information Resource
#2
Verify the inputs, activities and outputs of the Project Management office.
Are the employees trained?
Are there any key performance indicators?
Are documents controlled?
 

qusys

Trusted Information Resource
#3
From an ISO9001 point of view how should the audit be approached?
The project office is part of the whole new development process, apart from the project plan and meetings to keep track what else can be verified?

Thanks
It should fall within the scope of 7.1 clause. So, if you assessed such clause , automatically you should check documentation, records, procedures, example of projects that should be covered also checking the project Mgmt office:bigwave:
 
#4
From an ISO9001 point of view how should the audit be approached?
The project office is part of the whole new development process, apart from the project plan and meetings to keep track what else can be verified?

Thanks
By auditing their involvement in the/a process...
 
J

JaneB

#6
From an ISO9001 point of view how should the audit be approached?
As you would any other area of the system - focus on the processes. There are various 'models' for project management office - anything from virtually running/coordinating one or multiple projects through to more or less functionig as a support office to individual project managers. So it really depends on what the PMO does in your organisation.

But as Andy says also, think processes. Stop thinking 'functional department' (as in, I'm going to audit the PMO or the HR Department etc) and instead focus on your processes.

So, for example, if you're following a particular process ('new product/ service', say, or 'change management process') follow it though its various phases and see what part each role/functional area plays and how well they interact. Then you can also look at what their responsibilities & authorities are, whether there are the requirements for competency including records, if there are any documented procedures, if they are being followed, etc. Particularly look at the interfaces between functions - wherever information is passed between different departments is often a place of potential problems (missed information, dropped balls etc).

And yes, ISO 10006 Guidelines for Quality Management in Projects is useful guidance on what to look for - but not just in the PMO, across the range of project processes.
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#7
To the already good advice I'd like to add: check that needed things have been done. PMs for installed equipment set up, SPC charts set up, procedures in place, operators and supervisors trained. And look at the tools: what do they use to make sure all that gets done before the project is accepted/closed?
 
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