Integrating a Project Model in a Process Based Organization

J

jaebs

#1
Is it possible to integrate a project model in a process based organisation, i.e is there a possibility to have a a chunk of the process as a project? Would it be possible or is it a contradiction to the process based model? Would it be compliant with the ISO 9001 standard?

Sorry if this may be confusing questions, I'm a newbie exploring the land of Quality Management!

Thanks,
 
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Elsmar Forum Sponsor
A

arios

#2
Interesting question.

I guess projects are part of the daily life of any company. Projetcs could be intended to promote cost reduction, improve quality, efficiency, etc.

Take a look on clause 5.4.2. of the standard (ISO 9001 and similar), It is understood that a project will eventually become a possible change. The standard expects you to maintain the integrity of the QMS as changes are planned and implemented. So have a sound planning and implementation process of projects.

I would also have it linked to 5.6.2.f or g. You can assess the possible impact of the change or the improvement opportunity and determine the impact.

Saludos! :bigwave:
 
J

jaebs

#3
Interesting question.

I guess projects are part of the daily life of any company. Projetcs could be intended to promote cost reduction, improve quality, efficiency, etc.

Take a look on clause 5.4.2. of the standard (ISO 9001 and similar), It is understood that a project will eventually become a possible change. The standard expects you to maintain the integrity of the QMS as changes are planned and implemented. So have a sound planning and implementation process of projects.

I would also have it linked to 5.6.2.f or g. You can assess the possible impact of the change or the improvement opportunity and determine the impact.

Saludos! :bigwave:
Thanks Arios. I think what I am struggling with are people not wanting to use a process based model but prefer a project framwork model and therefore want to fit it into the process model. So instead of a isolated project initiative to f.ex reduce cost, they want to create a project as a mandatory part of the process.

Let me give you an example. When a new customer has signed a deal, they want to automatically initaite a generic project model that will handle all the steps with the customer in order to be able to start delivering the product. After the project has been completed the process based work continues.

I see it a bit like they want to include a "black box" in the middle of the process, but maybe I am being narrow minded? After all, it will still be possible to track performance and measure progress even though they are in their "project model box", or?
 
A

arios

#4
I live on the border which lets me have exposure to frequent "Transfer Projects". This is moving the manufacturing process from another location to a plant in Mexico. I believe this resembles the proposed situation.

In the transfer projects there are always "lessons learned". Several folks have created some sort of checklists to make sure they don't ommit certain considerations or leasons learned during previous transfer projects. This checklist could include considering validation, document translation, ergnomics, environmental, legal aspects, and other situations which affect different groups. This checklit should not be "binding" but flexible, but overall it serves to promote consistency and avoid repeating mistakes.

From this perspective is not a bad idea to have To-do-list, as long as it is a robust and evolving process.
 
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Peter Fraser

Trusted Information Resource
#5
Does it help if you regard a project as a "process with a start and end date" or "an instance of a process"?

Project management and process management are almost identical in many ways. Each new sales order, or purchase order, or recruitment exercise, can be viewed as (managed as) a mini-project. Some organisations run their business that way. But what is stopping your people from "using a process based model"? Do they not see beyond thier own department?
 
J

JaneB

#6
Let me give you an example. When a new customer has signed a deal, they want to automatically initaite a generic project model that will handle all the steps with the customer in order to be able to start delivering the product. After the project has been completed the process based work continues.
I'm slightly confused... presumably you are too ;)

If they're calling what they do a 'generic project model' and you're calling it a process, then I don't see a major problem other than the fact that the terms differ. If each signed deal triggers a particular project (or a particular process) which ensures the customer gets what they specified, then that's OK as far as I see it.

I see it a bit like they want to include a "black box" in the middle of the process
This is where I get confused. What is the black box? Do you mean they haven't determined what they're doing and just make everything up? Problem!
Or is it that each deal is a unique kind of deal (hence why they may term it a project) and they have to work out a unique solution each time? If the latter, then I'd focus on defing the mandatory inputs & outputs that demonstrate the process/project is suitably controlled, and of course making sure they meet the relevant 'design' requirements of ISO 9001.

After all, it will still be possible to track performance and measure progress even though they are in their "project model box", or?
Sounds good to me. Frankly, they can call it a project or a heeby-jeeby or a wotsis as far as I'm concerned, provided that requirements are being met. '

Does this help?
 

Pancho

wikineer
Super Moderator
#7
Is it possible to integrate a project model in a process based organisation, i.e is there a possibility to have a a chunk of the process as a project? Would it be possible or is it a contradiction to the process based model? Would it be compliant with the ISO 9001 standard?

Sorry if this may be confusing questions, I'm a newbie exploring the land of Quality Management!

Thanks,
Hi Jaebs!

Are you familiar with the PMBOK guide? It is a process-based methodology to manage projects. We use it quite successfully.

As in your case of our work is "chunked" into projects. To manage these we have a "Project Management Process", which interacts our organization's other processes. Here is the description of our PM process, taken right from our QMS. Green texts are links to other documents.

Of course, this high-level document does not include many details nor process interactions. For example, the execution and closure procedures detail how lessons learned and CAR/PARs are drafted; and the monitoring and control procedure detail how revenue is recognized and how invoices are issued. Still, I hope it gives you an idea of how projects are integrated into a process-oriented organization (and vice-versa).

Good luck!
Pancho


----

Description of the Project Management Process


  1. Objective: Plan, execute, monitor, control and close all internal and external projects.
  2. Scope: Applies to all projects, including those for delivery to clients as well as those for improvement.
  3. Owner: Projects Director
  4. Participants: Project Manager, Engineering Director, CFO, EVP, CEO, Project Engineer, Job administrator, Site Consultant.
  5. Inputs: Signed Contract (for external projects), Project Charter (for internal projects)
  6. Outputs:
    1. Correspondence with client. See WI: Project Correspondence
    2. External wiki. See DR: Projects wiki
      1. Deliverables by engineering, production, quality and logistics
      2. External Schedule
      3. Invoices and shipping documents
    3. Internal wiki. See DR: Projects wiki
      1. ToDo
      2. Internal Schedule
      3. Budget and Forecasts
      4. Correspondence Drafts
      5. Installation reports
      6. Project KPIs
  7. Clients
    1. Project Client (external or internal)
    2. Delivery Processes
      1. DP: Engineering
      2. DP: Purchasing
      3. DP: Production
      4. DP: Installation
    3. DP: Finance
  8. Performance Indicators (KPIs) See WI: KPIs Projects
  9. Description - Geometrica's Project Management process is based on the "PMBOK Guide" of the Project Management Institute. For external projects, the Contract is the authoritative reference for the project's scope and conditions. For internal projects, the Project Charter provides this authority. These documents are filed in project's external wiki (see DR: Projects wiki). The following documents describe the major procedures to manage projects.
    1. GP: Initiating Project
    2. GP: Project Planning
    3. GP: Project Execution
    4. GP: Project Monitoring and Control
    5. WI: Project Closure
 
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#8
Thanks Arios. I think what I am struggling with are people not wanting to use a process based model but prefer a project framwork model and therefore want to fit it into the process model. So instead of a isolated project initiative to f.ex reduce cost, they want to create a project as a mandatory part of the process.

Let me give you an example. When a new customer has signed a deal, they want to automatically initaite a generic project model that will handle all the steps with the customer in order to be able to start delivering the product. After the project has been completed the process based work continues.

I see it a bit like they want to include a "black box" in the middle of the process, but maybe I am being narrow minded? After all, it will still be possible to track performance and measure progress even though they are in their "project model box", or?
I can see what you are detailing here similar to a QMS of one of our Class 1 supplier. Typically they have as a nodel contact a "Key Account Manager" and for him each customer and all his requirements are projects from start to finish (ie, from order to delivery and post delivery activities includes payment collection and complaints resolution)
For a Key Account Manager, a Customer could be a single order type or repeat order. It could be several combinations of products on a continuous basis.
So you can see here that for the management to review, its specific projects with every Key account manager while in the background its the process that helps these few key account managers accomplish their tasks and the customer has just one single point contact for all his purchase order and delivery / post delivery requirements.
So its just all about how one MAPS THE QMS TO THE ISO 9001 STANDARD.
 
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