SIST ISO 10006:2004
(Main)Quality management systems - Guidelines for quality management in projects
Quality management systems - Guidelines for quality management in projects
ISO 10006:2003 gives guidance on the application of quality management in projects. It is applicable to projects of varying complexity, small or large, of short or long duration, in different environments, and irrespective of the kind of product or process involved. This can necessitate some tailoring of the guidance to suit a particular project. ISO 10006:2003 is not a guide to "project management" itself. Guidance on quality in project management processes is discussed in this International Standard. Guidance on quality in a project's product-related processes, and on the "process approach", is covered in ISO 9004. Since ISO 10006:2003 is a guidance document, it is not intended to be used for certification/registration purposes.
Systèmes de management de la qualité - Lignes directrices pour le management de la qualité dans les projets
L'ISO 10006:2003 donne des conseils sur l'application du management de la qualité aux projets. Elle est applicable à des projets de complexité variable, qu'ils soient petits ou grands, de courte ou longue durée, qui se situent dans des environnements différents, quel que soit le type de produit ou de processus de projet. Il peut être nécessaire d'adapter ces conseils à un projet précis. L'ISO 10006:2003 ne constitue pas un guide pour le «management de projet» en lui-même, mais se contente de donner des conseils sur la qualité dans le cadre des processus de management de projet alors que l'ISO 9004 donne des conseils sur la qualité dans le cadre des processus relatifs au produit du projet et sur l'«approche processus». Il convient de noter que la présente Norme internationale est un recueil de conseils et qu'elle n'est pas destinée à être utilisée pour des besoins de certification/enregistrement.
Sistemi vodenja kakovosti - Smernice za vodenje kakovosti projektov
Ta mednarodni standard podaja napotke za izvajanje vodenja kakovosti v projektih. Uporaben je v projektih različne zahtevnosti, v majhnih ali velikih, kratkotrajnih ali dolgotrajnih, v različnih okoljih in neodvisno od vrste proizvoda ali procesa, vključenega v projekt. Zato se lahko zgodi, da je napotek treba prilagoditi potrebam posameznega projekta. Ta mednarodni standard ni vodilo za »vodenje projekta«. Podaja napotke za vodenje kakovosti pri vodenju projektov. Napotki za vodenje kakovosti v procesih, povezanih s proizvodi, in za »procesni pristop« so podani v ISO 9004. Ker je ta mednarodni standard samo dokument z napotki, ga ni mogoče uporabljati za namene
certificiranja/registracije.
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
SIST ISO 10006:2004
01-november-2004
Sistemi vodenja kakovosti - Smernice za vodenje kakovosti projektov
Quality management systems -- Guidelines for quality management in projects
Systèmes de management de la qualité -- Lignes directrices pour le management de la
qualité dans les projets
Ta slovenski standard je istoveten z: ISO 10006:2003
ICS:
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
SIST ISO 10006:2004 en
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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INTERNATIONAL ISO
STANDARD 10006
Second edition
2003-06-15
Quality management systems —
Guidelines for quality management in
projects
Systèmes de management de la qualité — Lignes directrices pour le
management de la qualité dans les projets
Reference number
ISO 10006:2003(E)
©
ISO 2003
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ISO 10006:2003(E)
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ii © ISO 2003 — All rights reserved
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ISO 10006:2003(E)
Contents Page
Foreword. iv
Introduction . v
1 Scope. 1
2 Normative references. 1
3 Terms and definitions. 1
4 Quality management systems in projects. 3
4.1 Project characteristics. 3
4.2 Quality management systems . 5
5 Management responsibility. 6
5.1 Management commitment. 6
5.2 Strategic process. 6
5.3 Management reviews and progress evaluations . 9
6 Resource management. 10
6.1 Resource-related processes. 10
6.2 Personnel-related processes. 11
7 Product realization. 13
7.1 General. 13
7.2 Interdependency-related processes. 13
7.3 Scope-related processes. 16
7.4 Time-related processes. 18
7.5 Cost-related processes. 19
7.6 Communication-related processes. 21
7.7 Risk-related processes. 22
7.8 Purchasing-related processes. 24
8 Measurement, analysis and improvement. 25
8.1 Improvement-related processes. 25
8.2 Measurement and analysis . 26
8.3 Continual improvement. 26
Annex A (informative) Flowchart of processes in projects. 29
Bibliography . 32
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ISO 10006:2003(E)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). The work of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of technical committees is to prepare International Standards. Draft International Standards
adopted by the technical committees are circulated to the member bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the member bodies casting a vote.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. ISO shall not be held responsible for identifying any or all such patent rights.
ISO 10006 was prepared by Technical Committee ISO/TC 176, Quality management and quality assurance,
Subcommittee SC 2, Quality systems.
This second edition cancels and replaces the first edition (ISO 10006:1997), which has been technically
revised.
This edition has sought to improve the alignment of ISO 10006 with the ISO 9000 family of International
Standards, and includes new text concerning their quality management principles. Also, the title of ISO 10006
has been revised to reflect the changes to the ISO 9000 family of International Standards and to give an
improved expression of the aim of this International Standard.
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ISO 10006:2003(E)
Introduction
This International Standard provides guidance on quality management in projects. It outlines quality
management principles and practices, the implementation of which are important to, and have an impact on,
the achievement of quality objectives in projects. It supplements the guidance given in ISO 9004.
These guidelines are intended for a wide audience. They are applicable to projects which can take many
forms from the small to very large, from simple to complex, from being an individual project to being part of a
programme or portfolio of projects. They are intended to be used by personnel who have experience in
managing projects and need to ensure that their organization is applying the practices contained in the
ISO 9000 family of standards, as well as those who have experience in quality management and are required
to interact with project organizations in applying their knowledge and experience to the project. Inevitably,
some groups will find that material presented in the guidelines is unnecessarily detailed for them, however
other readers may be dependent on the detail.
It is recognized that there are two aspects to the application of quality management in projects; that of the
project processes and that of the project’s product. A failure to meet either of these dual aspects may have
significant effects on the project’s product, the project’s customer and other interested parties, and the project
organization.
These aspects also emphasize that the achievement of quality objectives is a top management responsibility,
requiring a commitment to the achievement of quality objectives to be instilled at all levels within the
organizations involved in the project. However, each level should retain responsibility for their respective
processes and products.
The creation and maintenance of process and product quality in a project requires a systematic approach.
This approach should be aimed at ensuring that the stated and implied needs of the customer are understood
and met, that other interested parties’ needs are understood and evaluated, and that the originating
organization’s quality policy is taken into account for implementation in the management of the project.
It should be noted that a summary of processes in projects is given in Annex A.
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INTERNATIONAL STANDARD ISO 10006:2003(E)
Quality management systems — Guidelines for quality
management in projects
1 Scope
This International Standard gives guidance on the application of quality management in projects.
It is applicable to projects of varying complexity, small or large, of short or long duration, in different
environments, and irrespective of the kind of product or process involved. This can necessitate some tailoring
of the guidance to suit a particular project.
This International Standard is not a guide to “project management” itself. Guidance on quality in project
management processes is discussed in this International Standard. Guidance on quality in a project’s product-
related processes, and on the "process approach", is covered in ISO 9004.
Since this International Standard is a guidance document, it is not intended to be used for
certification/registration purposes.
2 Normative references
The following referenced documents are indispensable for the application of this document. For dated
references, only the edition cited applies. For undated references, the latest edition of the referenced
document (including any amendments) applies.
ISO 9000:2000, Quality management systems — Fundamentals and vocabulary
ISO 9004: 2000, Quality management systems — Guidelines for performance improvements
NOTE The Bibliography contains additional references applicable to quality management in projects.
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000 and the following apply. Some
of the definitions below are quoted directly from ISO 9000:2000, but are also supplemented with notes specific
to projects.
3.1
activity
〈project〉 smallest identified item of work in a project (3.5) process (3.3)
3.2
interested party
person or group having an interest in the performance or success of an organization
EXAMPLE Customers, owners, people in an organization, suppliers, bankers, unions, partners or society.
NOTE 1 A group can comprise an organization, a part thereof, or more than one organization.
[ISO 9000:2000, definition 3.3.7]
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ISO 10006:2003(E)
NOTE 2 Interested parties may include
customers (of the project’s products),
consumers (such as a user of the project’s product),
owners of the project (such as the organization originating the project),
partners (as in joint-venture projects),
funders (such as a financial institution),
suppliers or subcontractors (e.g. organizations supplying products to the project organization),
society (such as jurisdictional or regulatory bodies and the public at large), and
internal personnel (such as members of the project organization).
NOTE 3 There can be conflicting interests among interested parties. These may need to be resolved for the project to
be successful.
3.3
process
set of interrelated or interacting activities which transforms inputs into outputs
NOTE 1 Inputs to a process are generally outputs of other processes.
NOTE 2 Processes in an organization are generally planned and carried out under controlled conditions to add value.
[ISO 9000:2000, definition 3.4.1 (excluding Note 3)]
3.4
progress evaluation
assessment of progress made on achievement of the project (3.5) objectives
NOTE 1 This assessment should be carried out at appropriate points in the project life cycle across project processes,
based on criteria for project processes and product.
NOTE 2 The results of progress evaluations may lead to revision of the project management plan (3.7).
3.5
project
unique process, consisting of a set of coordinated and controlled activities (3.1) with start and finish dates,
undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost
and resources
[ISO 9000:2000, definition 3.4.3 (excluding Notes)]
NOTE 1 An individual project may form part of a larger project structure.
NOTE 2 In some projects the objectives and scope are updated and the product characteristics defined progressively
as the project proceeds.
NOTE 3 The project’s product (see ISO 9000:2000, 3.4.2) is generally defined in the project scope (see 7.3.1). It may
be one or several units of product and may be tangible or intangible.
NOTE 4 The project’s organization is normally temporary and established for the lifetime of the project.
NOTE 5 The complexity of the interactions among project activities is not necessarily related to the project size.
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ISO 10006:2003(E)
3.6
project management
planning, organizing, monitoring, controlling and reporting of all aspects of a project (3.5) and the motivation
of all those involved in it to achieve the project objectives
3.7
project management plan
document specifying what is necessary to meet the objective(s) of the project (3.5)
NOTE 1 A project management plan should include or refer to the project’s quality plan (3.8).
NOTE 2 The project management plan also includes or references such other plans as those relating to organizational
structures, resources, schedule, budget, risk management, environmental management, health and safety management
and security management, as appropriate.
3.8
quality plan
document specifying which procedures and associated resources shall be applied by whom and when to a
specific project (3.5), product, process (3.3) or contract
NOTE 1 These procedures generally include those referring to quality management processes and to product
realization processes.
NOTE 2 A quality plan often makes reference to parts of the quality manual or to procedure documents.
NOTE 3 A quality plan is generally one of the results of quality planning.
[ISO 9000:2000, definition 3.7.5]
3.9
supplier
organization or person that provides a product
EXAMPLE A producer, distributor, retailer or vendor of a product, or a provider of a service or information.
NOTE 1 A supplier can be internal or external to the organization.
NOTE 2 In a contractual situation a supplier is sometimes called a “contractor”.
[ISO 9000:2000, definition 3.3.6]
NOTE 3 In the context of projects, “contractor” or “subcontractor” is often used in place of “supplier”.
4 Quality management systems in projects
4.1 Project characteristics
4.1.1 General
Some of the characteristics of projects are as follows:
they are unique, non-repetitive phases consisting of processes and activities;
they have some degree of risk and uncertainty;
they are expected to deliver specified (minimum) quantified results within predetermined parameters, for
example, quality-related parameters;
they have planned start and finishing dates, within clearly specified cost and resource constraints;
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ISO 10006:2003(E)
personnel may be temporarily assigned to a project organization for the duration of the project [the project
organization may be assigned by an originating organization (see 4.1.2) and may be subject to change as
the project progresses];
they may be of a long duration, and subject to changing internal and external influences over time.
4.1.2 Organizations
This International Standard makes separate reference to an “originating organization” and to a “project
organization”.
The “originating organization” is the organization that decides to undertake the project. It may be constituted
as a single organization, joint-venture, consortium, etc. The originating organization assigns the project to a
project organization. The originating organization may be undertaking multiple projects, each of which may be
assigned to a different project organization.
The “project organization” carries out the project. The project organization may be a part of the originating
organization.
4.1.3 Processes and phases in projects
Processes and phases are two different aspects of a project. A project may be divided into interdependent
processes and into phases as a means of planning and monitoring the realization of objectives and assessing
the related risks.
Project phases divide the project life cycle into manageable sections, such as conception, development,
realization and termination.
Project processes are those processes that are necessary for managing the project as well as those that are
necessary to realize the project’s product.
Not all the processes discussed in this International Standard will necessarily exist in a particular project,
whereas in others, additional processes may be necessary. In some projects, a distinction may need to be
made between core and supporting processes. Annex A lists and summarizes the processes that are
considered to be applicable for the majority of projects.
NOTE To facilitate the discussion of the guidance to quality management in projects, the “process approach” is
adopted in this International Standard. Additionally, the processes of a project have been grouped into two categories: the
project management processes and the processes related to the project’s product (those primarily concerned with the
project’s product such as design, production, etc.).
The processes are grouped according to their affinity to one another, for example all time-related processes are included
in one group. Eleven groups of processes are presented.
The strategic process covered in Clause 5 sets the direction for the project. Clause 6 addresses resource-related
processes and personnel-related processes. Clause 7 covers processes related to interdependency, scope, time, cost,
communication, risk and purchasing. Processes related to measurement and analysis, and continual improvement, are
covered in Clause 8. These clauses include a description of each process and provide guidance to quality management in
the process.
4.1.4 Project management processes
Project management includes the planning, organizing, monitoring, controlling, reporting and taking necessary
corrective actions on all processes of the project that are needed to achieve the project objectives, on a
continual basis. The quality management principles (see 4.2.1 and 5.2, and ISO 9000:2000, 0.2) should be
applied to all the project management processes.
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ISO 10006:2003(E)
4.2 Quality management systems
4.2.1 Quality management principles
The guidance for quality management of projects in this International Standard is based on eight quality
management principles (see ISO 9000:2000, 0.2):
a) customer focus;
b) leadership;
c) involvement of people;
d) process approach;
e) system approach to management;
f) continual improvement;
g) factual approach to decision making;
h) mutually beneficial supplier relationships.
These generic principles should form the basis for quality management systems for the originating and project
organizations.
NOTE Guidance on the application of the quality management principles to the planning carried out in the strategic
process is given in 5.2.2 to 5.2.9.
4.2.2 Project quality management system
It is necessary to manage project processes within a quality management system in order to achieve project
objectives. The project quality management system should be aligned, as far as is possible, with the quality
management system of the originating organization.
NOTE ISO 9004 provides guidelines for considering both effectiveness and efficiency of quality management
systems.
Documents needed and produced by the project organization to ensure the effective planning, implementation
and control of the project should be defined and controlled (see ISO 9004:2000, 4.2).
4.2.3 Quality plan for the project
The project quality management system should be documented and included or referenced in a quality plan
for the project.
The quality plan should identify activities and resources necessary for achieving the quality objectives of the
project. The quality plan should be incorporated into, or referenced in, the project management plan.
In contractual situations, a customer may specify requirements for the quality plan. These requirements
should not limit the scope of the quality plan used by the project organization.
NOTE ISO 10005 gives guidance on quality plans.
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ISO 10006:2003(E)
5 Management responsibility
5.1 Management commitment
The commitment and active involvement of the top management of the originating and project organizations
are essential for developing and maintaining an effective and efficient quality management system for the
project.
Top management of both the originating and project organizations should provide input into the strategic
process (see 5.2).
Since the project organization may be dispersed on completion of the project, the top management of the
originating organization should ensure that continual improvement actions are implemented for current and
future projects.
Top management of the originating and project organizations need to create a culture for quality, which is an
important factor in ensuring the success of the project.
5.2 Strategic process
5.2.1 Application of quality management principles through the strategic process
Planning for the establishment, implementation and maintenance of a quality management system based on
the application of the quality management principles is a strategic, direction-setting process. This planning
should be performed by the project organization.
In this planning, it is necessary to focus on the quality of both processes and products to meet the project
objectives.
The general guidance given in 5.2.2 to 5.2.9 should also be applied to the processes described in 6.1, 6.2, 7.2
to 7.8, and in Clause 8, in addition to the specific guidance given in those clauses.
5.2.2 Customer focus
Organizations depend on their customers and therefore should understand current and future customer needs,
should meet customer requirements and strive to exceed customer expectations [see ISO 9000:2000, 0.2a)].
Satisfaction of the customers’ and other interested parties’ requirements is necessary for the success of the
project. These requirements should be clearly understood to ensure that all processes focus on, and are
capable of, meeting them.
The project objectives, which include the product objectives, should take into account the needs and
expectations of the customer and other interested parties. The objectives may be refined during the course of
the project. The project objectives should be documented in the project management plan (see 7.2.2) and
should detail what is to be accomplished (expressed in terms of time, cost and product quality) and what is to
be measured.
When determining the balance between time or cost and product quality, potential impacts on the project’s
product should be evaluated, taking into consideration customers’ requirements.
Interfaces should be established with all the interested parties to facilitate the exchange of information, as
appropriate, throughout the project. Any conflicts between interested party requirements should be resolved.
Normally, when conflicts arise between the requirements of the customer and other interested parties,
customer requirements take precedence, except in the case of statutory or regulatory requirements.
Resolution of conflicts should be agreed to by the customer. Interested party agreements should be
documented. Throughout the project, attention will need to be paid to changes in the requirements of the
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ISO 10006:2003(E)
interested parties, including additional requirements from new interested parties that join the project after it
has commenced.
5.2.3 Leadership
Leaders establish unity of purpose and direction of the organization. They should create and maintain the
internal environment in which people can become fully involved in achieving the organization’s objectives [see
ISO 9000:2000, 0.2b)].
A project manager should be appointed as early as possible. The project manager is the individual with the
defined responsibility and authority for managing the project and ensuring that the project’s quality
management system is established, implemented and maintained. The authority delegated to the project
manager should be commensurate with the assigned responsibility.
The top management of both the originating and the project organizations should assume leadership in
creating a culture for quality
by setting the quality policy and identifying the objectives (including the quality objectives) for the project,
by providing the infrastructure and resources to ensure achievement of project objectives,
by providing an organizational structure conducive to meeting project objectives,
by making decisions based on data and factual information,
by empowering and motivating all project personnel to improve the project processes and product, and
by planning for future preventive actions.
NOTE The title of the project manager can vary from project to project.
5.2.4 Involvement of people
People at all levels are the essence of an organization and their full involvement enables their abilities to be
used for the organization's benefit [see ISO 9000:2000, 0.2c)].
Personnel in the project organization should have well-defined responsibility and authority for their
participation in the project. The authority delegated to the project participants should correspond to their
assigned responsibility.
Competent personnel should be assigned to the project organization. In order to improve the performance of
the project organization, appropriate tools, techniques and methods should be provided to the personnel to
enable them to monitor and control the processes.
In the case of multi-national and multi-cultural projects, joint ventures, international projects, etc., the
implications of cross-cultural management should be addressed.
5.2.5 Process approach
...
S L O V E N S K I SIST ISO 10006
STANDARD
november 2004
Sistemi vodenja kakovosti – Smernice za vodenje kakovosti projektov
Quality management systems – Guidelines for quality management in projects
Systèmes de management de la qualité – Lignes directrices pour le
management de la qualité dans les projets
Referenčna številka
ICS 03.120.10 SIST ISO 10006:2004 (sl, en)
Nadaljevanje na straneh od 2 do 50
© 2009-06. Slovenski standard je izdal in založil Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov ni dovoljeno.
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SIST ISO 10006 : 2004
NACIONALNI UVOD
Standard SIST ISO 10006 (sl, en), Sistemi vodenja kakovosti – Smernice za vodenje kakovosti
projektov, 2004, ima status slovenskega nacionalnega standarda in je istoveten mednarodnemu
standardu ISO 10006, Quality management systems – Guidelines for quality management in projects,
2003.
NACIONALNI PREDGOVOR
Mednarodni standard ISO 10006:2003 je pripravil tehnični odbor ISO/TC 176 Vodenje in zagotavljanje
kakovosti. Slovenski standard SIST ISO 10006:2004 je prevod mednarodnega standarda ISO
10006:2003. V primeru spora glede besedila slovenskega prevoda v tem standardu je odločilen izvirni
mednarodni standard v angleškem jeziku. Slovensko-angleško izdajo standarda je pripravil in potrdil
dne 6. marec 2009 tehnični odbor SIST/TC VZK Vodenje in zagotavljanje kakovosti.
ZVEZE S STANDARDI
S privzemom tega mednarodnega standarda veljajo naslednje zveze:
SIST EN ISO 9000:2005 (sl, en) Sistemi vodenja kakovosti – Osnove in slovar
SIST EN ISO 9001:2000 (sl, en) Sistemi vodenja kakovosti – Zahteve
SIST EN ISO 9004:2004 (sl,en) Vodenje sistemov kakovosti – Smernice za izboljšanje delovanja
SIST ISO 10005:2005 (en) Sistemi vodenja kakovosti – Smernice za plane kakovosti
SIST ISO 10007:2004 (en) Sistemi vodenja kakovosti – Smernice za vodenje konfiguracij
SIST ISO 10014:2006 (en) Vodenje kakovosti – Smernice za doseganje finančnih in
ekonomskih koristi
SIST ISO 10015:2002 (en) Vodenje kakovosti – Smernice za usposabljanje
OSNOVA ZA IZDAJO STANDARDA
– Privzem ISO 10006:2003.
OPOMBI
– Nacionalni uvod in nacionalni predgovor nista sestavni del tega standarda.
– Povsod, kjer se v besedilu standarda uporablja izraz “mednarodni standard”, v SIST ISO
10006:2004 to pomeni “slovenski standard”.
2
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SIST ISO 10006 : 2004
VSEBINA Stran Contents Page
Predgovor . 4 Foreword .4
Uvod . 4 Introduction .4
1 Področje uporabe. 6 1 Scope .6
2 Zveza z drugimi standardi . 6 2 Normative references .6
3 Izrazi in definicije. 6 3 Terms and definitions.6
4 Sistemi vodenja kakovosti v projektih.9 4 Quality management systems in projects . 9
4.1 Značilnosti projekta . 9 4.1 Project characteristics.9
4.2 Sistemi vodenja kakovosti . 11 4.2 Quality management systems .11
5 Odgovornost vodstva . 12 5 Management responsibility .12
5.1 Zavezanost vodstva . 12 5.1 Management commitment .12
5.2 Strateški proces. 12 5.2 Strategic process .12
5.3 Vodstveni pregledi in vrednotenje 5.3 Management reviews and progress
napredovanja. 18 evaluations .18
6 Vodenje virov. 20 6 Resource management.20
6.1 Procesi, povezani z viri. 20 6.1 Resource-related processes.20
6.2 Procesi, povezani z osebjem . 21 6.2 Personnel-related processes .21
7 Realizacija proizvoda . 24 7 Product realization .24
7.1 Splošno . 24 7.1 General .24
7.2 Procesi medsebojnih povezav .24 7.2 Interdependency-related processes .24
7.3 Procesi, povezani z vsebino. 29 7.3 Scope-related processes .29
7.4 Procesi, povezani s časovnim potekom. 31 7.4 Time-related processes .31
7.5 Procesi, povezani s stroški. 33 7.5 Cost-related processes .33
7.6 Procesi, povezani s komuniciranjem. 35 7.6 Communication-related processes .35
7.7 Procesi, povezani s tveganjem . 38 7.7 Risk-related processes .38
7.8 Procesi, povezani z nabavo . 40 7.8 Purchasing-related processes .40
8 Meritve, analize in izboljšave . 43 8 Measurement, analysis and improvement .43
8.1 Procesi, povezani z izboljšavami . 43 8.1 Improvement-related processes .43
8.2 Meritve in analize . 43 8.2 Measurement and analysis .43
8.3 Nenehno izboljševanje . 44 8.3 Continual improvement .44
Dodatek A (informativni) Potek procesov Annex A (informative) Flowchart of processes
in projektov. 46 in projects.47
Bibliografija. 50 Bibliography .50
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Predgovor Foreword
ISO (Mednarodna organizacija za ISO (the International Organization for
standardizacijo) je svetovna zveza nacionalnih Standardization) is a worldwide federation of national
standards bodies (ISO member bodies). The work of
organov za standarde (članov ISO).
Mednarodne standarde ponavadi pripravljajo preparing International Standards is normally carried
out through ISO technical committees. Each member
tehnični odbori ISO. Vsak član, ki želi delovati
na določenem področju, za katero je bil body interested in a subject for which a technical
committee has been established has the right to be
ustanovljen tehnični odbor, ima pravico biti
represented on that committee. International
zastopan v tem odboru. Pri delu sodelujejo
organizations, governmental and nongovernmental,
mednarodne vladne in nevladne organizacije,
in liaison with ISO, also take part in the work. ISO
povezane z ISO. V vseh zadevah, ki so
collaborates closely with the International
povezane s standardizacijo na področju
Electrotechnical Commission (IEC) on all matters of
elektrotehnike, ISO tesno sodeluje z
electrotechnical standardization.
Mednarodno elektrotehniško komisijo (IEC).
Mednarodni standardi so pripravljeni v skladu s International Standards are drafted in accordance
pravili, podanimi v 2. delu Direktiv ISO/IEC. with the rules given in the ISO/IEC Directives, Part 2.
Glavna naloga tehničnih odborov je priprava The main task of technical committees is to prepare
International Standards. Draft International
mednarodnih standardov. Osnutki mednarodnih
standardov, ki jih sprejmejo tehnični odbori, se Standards adopted by the technical committees are
circulated to the member bodies for voting.
pošljejo vsem članom v glasovanje. Za objavo
mednarodnega standarda je treba pridobiti Publication as an International Standard requires
approval by at least 75 % of the member bodies
soglasje najmanj 75 odstotkov članov, ki se
casting a vote.
udeležijo glasovanja.
Opozoriti je treba na možnost, da je lahko nekaj Attention is drawn to the possibility that some of the
elementov tega mednarodnega standarda elements of this document may be the subject of
patent rights. ISO shall not be held responsible for
predmet patentnih pravic. ISO ne prevzema
odgovornosti za identifikacijo katerihkoli ali vseh identifying any or all such patent rights.
takih patentnih pravic.
ISO 10006 je pripravil tehnični odbor ISO/TC ISO 10006 was prepared by Technical Committee
ISO/TC 176, Quality management and quality
176 Vodenje kakovosti in zagotavljanje
kakovosti, pododbor SC 2 Sistemi kakovosti. assurance, Subcommittee SC 2, Quality systems.
Ta druga izdaja razveljavlja in nadomešča prvo This second edition cancels and replaces the first
izdajo (ISO 10006:1997), ki je bila strokovno edition (ISO 10006:1997), which has been
revidirana. technically revised.
This edition has sought to improve the alignment of
Ta izdaja je namenjena izboljšanju usklajenosti
ISO 10006 s skupino mednarodnih standardov ISO 10006 with the ISO 9000 family of
International Standards, and includes new text
ISO 9000 in vključuje novo besedilo,
upoštevajoč načela vodenja kakovosti iz teh concerning their quality management principles.
Also, the title of ISO 10006 has been revised to
standardov. Prav tako je bil spremenjen tudi
reflect the changes to the ISO 9000 family of
naslov ISO 10006, tako da odraža spremembe
International Standards and to give an improved
v skupini mednarodnih standardov ISO 9000 in
expression of the aim of this International
da bolje izraža namen tega mednarodnega
Standard.
standarda.
Uvod Introduction
Ta mednarodni standard ponuja napotke za This International Standard provides guidance on
vodenje kakovosti v projektih. Podaja tista quality management in projects. It outlines quality
management principles and practices, the
načela in prakse vodenja kakovosti, ki so
pomembni in vplivajo na doseganje ciljev implementation of which are important to, and
have an impact on, the achievement of quality
kakovosti v projektih. Dopolnjuje napotke, dane
v ISO 9004. objectives in projects. It supplements the guidance
given in ISO 9004.
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SIST ISO 10006 : 2004
Te smernice so namenjene širši javnosti. These guidelines are intended for a wide audience.
They are applicable to projects which can take
Primerne so za projekte, ki lahko zavzamejo
različne oblike, od majhnih do zelo velikih, od many forms from the small to very large, from
simple to complex, from being an individual project
preprostih do zapletenih, od neodvisnih
projektov do projektov, ki so del programov ali to being part of a programme or portfolio of
projects. They are intended to be used by
tematskih skupin projektov. Namenjene so tako
personnel who have experience in managing
osebam, ki imajo izkušnje v vodenju projektov
projects and need to ensure that their organization
in morajo zagotoviti, da njihova organizacija
is applying the practices contained in the ISO 9000
uporablja prakse, vsebovane v skupini
family of standards, as well as those who have
standardov ISO 9000, kot tudi tistim, ki imajo
experience in quality management and are
izkušnje z vodenjem kakovosti in morajo
required to interact with project organizations in
sodelovati s projektnimi organizacijami z
applying their knowledge and experience to the
uporabo svojega znanja in izkušenj v projektu.
project. Inevitably, some groups will find that
Ni se mogoče izogniti dejstvu, da bodo
material presented in the guidelines is
nekatere skupine menile, da je vsebina,
unnecessarily detailed for them, however other
predstavljena v smernicah, nepotrebno
readers may be dependent on the detail.
podrobna zanje, vendar bodo lahko drugi bralci
potrebovali te podrobnosti.
It is recognized that there are two aspects to the
Znano je, da obstajata dva vidika uporabe
vodenja kakovosti v projektih, in sicer vidik application of quality management in projects; that
of the project processes and that of the project's
procesov v projektu in vidik projektnih
proizvodov. Neuspeh na katerem koli od teh product. A failure to meet either of these dual
aspects may have significant effects on the
dveh vidikov lahko pomembno učinkuje na
project's product, the project's customer and other
projektni proizvod, projektne odjemalce in druge
interested parties, and the project organization.
zainteresirane strani ter na projektno
organizacijo.
These aspects also emphasize that the
Ta dva vidika prav tako poudarjata, da je
doseganje ciljev kakovosti odgovornost achievement of quality objectives is a top
management responsibility, requiring a
najvišjega vodstva, kar zahteva, da je
zavezanost k doseganju ciljev kakovosti commitment to the achievement of quality
objectives to be instilled at all levels within the
vgrajena v vse ravni organizacij, vključenih v
organizations involved in the project. However,
projekt. Vendar naj vsaka raven ohranja
each level should retain responsibility for their
odgovornost za svoje procese in proizvode.
respective processes and products.
Ustvarjanje in vzdrževanje kakovosti procesa in The creation and maintenance of process and
proizvoda v projektu zahtevata sistematičen product quality in a project requires a systematic
approach. This approach should be aimed at
pristop. Ta pristop naj bo usmerjen k
zagotavljanju razumevanja in izpolnjevanja ensuring that the stated and implied needs of the
customer are understood and met, that other
izraženih in vključenih potreb odjemalcev,
razumevanju in ovrednotenju potreb drugih interested parties' needs are understood and
evaluated, and that the originating organization's
zainteresiranih strani in k upoštevanju politike
quality policy is taken into account for
kakovosti nosilne organizacije pri vodenju
implementation in the management of the project.
projekta.
Opozoriti je treba, da je v dodatku A podan It should be noted that a summary of processes in
povzetek procesov v projektu. projects is given in Annex A.
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Sistem vodenja kakovosti – Quality management systems -
Smernice za vodenje kakovosti v Guidelines for quality management
projektih in projects
1 Področje uporabe 1 Scope
Ta mednarodni standard podaja napotke za This International Standard gives guidance on the
izvajanje vodenja kakovosti v projektih. application of quality management in projects.
Uporaben je v projektih različne zahtevnosti, v It is applicable to projects of varying
majhnih ali velikih, kratkotrajnih ali dolgotrajnih, complexity, small or large, of short or long
v različnih okoljih in neodvisno od vrste duration, in different environments, and
proizvoda ali procesa, vključenega v projekt. irrespective of the kind of product or process
Zato se lahko zgodi, da je napotek treba involved. This can necessitate some tailoring of
prilagoditi potrebam posameznega projekta. the guidance to suit a particular project.
Ta mednarodni standard ni vodilo za »vodenje This International Standard is not a guide to
projekta«. Podaja napotke za vodenje "project management' itself. Guidance on
kakovosti pri vodenju projektov. Napotki za quality in project management processes is
vodenje kakovosti v procesih, povezanih s discussed in this International Standard.
proizvodi, in za »procesni pristop« so podani v Guidance on quality in a project's product-
ISO 9004. related processes, and on the "process
approach", is covered in ISO 9004.
Ker je ta mednarodni standard samo dokument Since this International Standard is a guidance
z napotki, ga ni mogoče uporabljati za namene document, it is not intended to be used for
certificiranja/registracije. certification/registration purposes.
2 Zveza z drugimi standardi 2 Normative references
Naslednji navedeni dokumenti so nujno The following referenced documents are
potrebni za uporabo tega dokumenta. Pri indispensable for the application of this
datiranih sklicevanjih se uporablja edino document. For dated references, only the
navedena izdaja. Pri nedatiranih sklicevanjih se edition cited applies. For undated references,
uporablja zadnja izdaja publikacije (vključno z the latest edition of the referenced document
dopolnili). (including any amendments) applies.
ISO 9000:2000, Sistemi vodenja kakovosti – ISO 9000:2000, Quality management systems
Osnove in slovar – Fundamentals and vocabulary
ISO 9004: 2000, Sistemi vodenja kakovosti – ISO 9004: 2000, Quality management systems
Smernice za izboljševanje delovanja – Guidelines for performance improvements
OPOMBA: Bibliografija vsebuje dodatne vire, ki NOTE The Bibliography contains additional
so uporabni za vodenje projektov pri references applicable to quality
projektih. management in projects.
3 Izrazi in definicije 3 Terms and definitions
V tem dokumentu se uporabljajo izrazi in For the purposes of this document, the terms
definicije, podani v ISO 9000, ter definicije in and definitions given in ISO 9000 and the
izrazi, podani v nadaljevanju. Nekatere od following apply. Some of the definitions below
spodaj navedenih definicij so vzete iz ISO are quoted directly from ISO 9000:2000, but are
9000:2000, vendar so jim dodane opombe, also supplemented with notes specific to
specifične za projekte. projects.
3.1 aktivnost 3.1 activity
(projekt) najmanjši identificiran predmet/točka (project) smallest identified item of work in a
dela v procesu (3.3) projekta (3.5) project (3.5) process (3.3)
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3.2 zainteresirana stran 3.2 interested party
oseba ali skupina, ki se zavzema za delovanje person or group having an interest in the
ali uspeh organizacije performance or success of an organization
PRIMER: Odjemalci, lastniki, ljudje v organizaciji, EXAMPLE Customers, owners, people in an
dobavitelji, bankirji, sindikati, partnerji ali družba. organization, suppliers, bankers, unions,
partners or society.
OPOMBA 1: Skupina lahko obsega organizacijo, njen del NOTE 1 A group can comprise an organization, a
ali pa več kot eno organizacijo. part thereof, or more than one organization.
[ISO 9000:2000, definition 3.3.7]
[ISO 9000:2000, definicija 3.3.7]
OPOMBA 2: Zainteresirane strani so lahko: NOTE 2 Interested parties may include:
– odjemalci (projektnih proizvodov), – customers (of the project's products),
– potrošniki (npr. uporabniki projektnega – consumers (such as a user of the
proizvoda), project's product),
– lastniki projekta (npr. organizacija, ki – owners of the project (such as the
organizira projekt), organization originating the project),
– partnerji (npr. v mešanih projektih), – partners (as in joint-venture projects),
– financerji (npr. finančna institucija), – funders (such as a financial institution),
– dobavitelji ali podpogodbeniki (npr. – suppliers or subcontractors (e.g.
organizatorji. ki dobavljajo izdelke za organizations supplying products to the
projektno organizacijo), project organization),
– družba (npr. sodna ali zakonodajna – society (such as jurisdictional or
telesa in širša javnost) in regulatory bodies and the public at
large), and
– internal personnel (such as members of
– notranje osebje (npr. člani projektne
the project organization).
organizacije).
OPOMBA 3: Med zainteresiranimi stranmi lahko pride do NOTE 3 There can be conflicting interests among
nasprotja interesov. Da bo projekt uspešen, interested parties. These may need to be
je treba ta nasprotja razrešiti. resolved for the project to be successful.
3.3 proces 3.3 process
množica medsebojno povezanih in vzajemno set of interrelated or interacting activities which
vplivajočih aktivnosti, ki vhode preoblikujejo v transforms inputs into outputs
izhode
OPOMBA 1: Vhodi v proces so na splošno izhodi drugih NOTE 1 Inputs to a process are generally outputs of
procesov. other processes.
OPOMBA 2: Procesi v organizaciji so ponavadi planirani NOTE 2 Processes in an organization are generally
in izvedeni v obvladovanih razmerah, da bi planned and carried out under controlled
se dodala vrednost. conditions to add value.
[ISO 9000:2000, definicija 3.4.1 (razen opombe 3)] [ISO 9000:2000, definition 3.4.1 (excluding Note 3)]
3.4 vrednotenje napredovanja 3.4 progress evaluation
ocenjevanje napredovanja pri doseganju assessment of progress made on achievement
projektnih (3.5) ciljev of the project (3.5) objectives
OPOMBA 1: Ocenjevanje naj bo izvedeno na primernih NOTE 1 This assessment should be carried out at
točkah v življenjskem ciklu projekta in naj appropriate points in the project life cycle
temelji na kriterijih za projektne procese in across project processes, based on criteria
proizvode. for project processes and product.
OPOMBA 2: Rezultati vrednotenja napredovanja lahko NOTE 2 The results of progress evaluations may lead
vodijo v revizijo plana vodenja projekta to revision of the project management plan
(3.7). (3.7).
3.5 projekt 3.5 project
enkraten proces, ki sestoji iz skupka unique process, consisting of a set of coordi-
koordiniranih in obvladanih aktivnosti (3.1) s nated and controlled activities (3.1) with start
časovno določenim začetkom in koncem. and finish dates, undertaken to achieve an
Sprožen je za doseganje cilja, skladnega s objective conforming to specific requirements,
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SIST ISO 10006 : 2004
specifičnimi zahtevami, vključno z omejitvami including the constraints of time, cost and
časa, stroškov in virov resources
[ISO 9000:2000, definicija 3.4.3 (razen [ISO 9000:2000, definition 3.4.3 (excluding
opomb)] Notes)]
OPOMBA 1: Posamezen projekt je lahko del večje NOTE 1 An individual project may form part of a
projektne strukture. larger project structure.
OPOMBA 2: V nekaterih projektih se cilji in obseg NOTE 2 In some projects the objectives and scope
podrobneje opredelijo in lastnosti proizvoda are updated and the product characteristics
sproti določijo med projektom. defined progressively as the project
proceeds.
OPOMBA 3: Projektni proizvod (glej ISO 9000:2000, NOTE 3 The project's product (see ISO 9000:2000,
3.4.2) je na splošno opredeljen v obsegu 3.4.2) is generally defined in the project
projekta (glej 7.3.1). Lahko je ena ali več scope (see 7.3.1). It may be one or several
različnih enot proizvoda in lahko je otipljiv units of product and may be tangible or
ali neotipljiv. intangible.
OPOMBA 4: Projektna organizacija je ponavadi začasna NOTE 4 The project's organization is normally
in ustanovljena za čas trajanja projekta. temporary and established for the lifetime of
the project.
OPOMBA 5: Zapletenost medsebojnih vplivov med NOTE 5 The complexity of the interactions among
projektnimi aktivnostmi ni nujno povezana z project activities is not necessarily related to
velikostjo projekta. the project size.
3.6 projektno vodenje 3.6 project management
planiranje, organiziranje, nadzorovanje, planning, organizing, monitoring, controlling
obvladovanje in poročanje o vseh vidikih and reporting of all aspects of a project (3.5)
projekta (3.5) ter motiviranje tistih, ki so and the motivation of all those involved in it to
vključeni vanje za doseganje projektnih ciljev achieve the project objectives
3.7 plan vodenja projekta 3.7 project management plan
dokument, ki določa, kaj je potrebno za document specifying what is necessary to meet
doseganje cilja(-ev) projekta (3.5) the objective(s) of the project (3.5)
OPOMBA 1: Plan vodenja projekta naj vključuje ali se NOTE 1 A project management plan should include
sklicuje na plan kakovosti projekta (3.8). or refer to the project's quality plan (3.8).
OPOMBA 2: Plan vodenja projekta prav tako vključuje ali NOTE 2 The project management plan also includes
se sklicuje na druge ustrezne plane, kot so or references such other plans as those
plani v zvezi z organizacijsko strukturo, viri, relating to organizational structures,
časovnimi plani, proračunom, upravljanjem resources, schedule, budget, risk
tveganja, ravnanjem z okoljem, vodenjem management, environmental management,
zdravja in varnosti ter varovanja informacij. health and safety management and security
management, as appropriate.
3.8 plan kakovosti 3.8 quality plan
dokument, ki specificira, kdo in kdaj mora document specifying which procedures and
uporabiti katere postopke in z njimi povezane associated resources shall be applied by whom
vire za specifičen projekt (3.5), proizvod, and when to a specific project (3.5), product,
proces (3.3) ali pogodbo process (3.3) or contract
OPOMBA 1: Ti postopki ponavadi vključujejo tiste, ki se NOTE 1 These procedures generally include those
nanašajo na procese vodenja kakovosti in referring to quality management processes
na procese realizacije proizvoda. and to product realization processes.
OPOMBA 2: Plan kakovosti se pogosto sklicuje na dele NOTE 2 A quality plan often makes reference to
poslovnika kakovosti ali na dokumente o parts of the quality manual or to procedure
postopkih. documents.
OPOMBA 3: Plan kakovosti je na splošno eden od NOTE 3 A quality plan is generally one of the results
rezultatov planiranja kakovosti of quality planning.
[ISO 9000:2000, definicija 3.7.5] [ISO 9000:2000, definition 3.7.5]
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SIST ISO 10006 : 2004
3.9 dobavitelj 3.9 supplier
organization or person that provides a product
organizacija ali oseba, ki priskrbi proizvod
PRIMERI Proizvajalec, distributer, maloprodaja ali EXAMPLE A producer, distributor, retailer or vendor of
prodajalec proizvoda, ponudnik storitve ali a product, or a provider of a service or
informacije. information.
OPOMBA 1 Dobavitelj je lahko znotraj ali zunaj NOTE 1 A supplier can be internal or external to the
organizacije. organization.
OPOMBA 2 Kadar gre za pogodbo, se dobavitelj včasih NOTE 2 In a contractual situation a supplier is
imenuje “pogodbenik”. sometimes called a "contractor".
[ISO 9000:2000, definicija 3.3.6] [ISO 9000:2000, definition 3.3.6]
OPOMBA 3: V zvezi s projekti se namesto »dobavitelj« NOTE 3 In the context of projects, "contractor" or
pogosto uporabljata izraza »pogodbenik« ali "subcontractor" is often used in place of
»podpogodbenik«. "supplier".
4 Sistemi vodenja kakovosti v 4 Quality management systems in
projektih projects
4.1 Značilnosti projekta 4.1 Project characteristics
4.1.1 Splošno 4.1.1 General
Nekatere od značilnosti projekta so: Some of the characteristics of projects are as
follows:
– so enkratne, neponavljajoče se faze, ki – they are unique, non-repetitive phases –
sestojijo iz procesov in aktivnosti; consisting of processes and activities;
– imajo neko stopnjo tveganosti in – they have some degree of risk and
negotovosti; uncertainty;
– pričakuje se, da dostavijo specificirano – they are expected to deliver specified
(minimalno) količino rezultatov znotraj (minimum) quantified results within
vnaprej določenih parametrov, npr. predetermined parameters, for example,
parametrov v zvezi s kakovostjo; quality-related parameters;
– imajo planirane datume za začetek in – they have planned start and finishing
konec znotraj jasno določenih stroškov in dates, within clearly specified cost and
omejenih virov; resource constraints;
– osebje bo morda začasno dodeljeno – personnel maybe temporarily assigned to
projektni organizaciji za čas trajanja a project organization for the duration of
projekta [organizacijo projekta lahko the project [the project organization may
določi nosilna organizacija (glej 4.1.2) in be assigned by an originating
se lahko med napredovanjem projekta organization (see 4.1.2) and may be
spremeni]; subject to change as the project
progresses];
– so lahko dolgotrajni in se lahko sčasoma – they may be of a long duration, and
spreminjajo zaradi notranjih ali zunanjih subject to changing internal and external
vplivov. influences over time.
4.1.2 Organizacije 4.1.2 Organizations
Ta mednarodni standard razlikuje med »nosilno This International Standard makes separate
organizacijo« in »projektno organizacijo«. reference to an "originating organization" and
to a "project organization".
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»Nosilna organizacija« je organizacija, ki se odloči The "originating organization" is the
izpeljati projekt. Organizirana je lahko kot organization that decides to undertake the
posamezna organizacija, mešana družba, project. It may be constituted as a single
konzorcij ipd. Nosilna organizacija dodeli projekt organization, joint-venture, consortium, etc.
projektni organizaciji. Nosilna organizacija The originating organization assigns the project
lahko prevzame več projektov, vsakega od to a project organization. The originating
projektov pa lahko dodeli različni projektni organization may be undertaking multiple
organizaciji. projects, each of which may be assigned to a
different project organization.
»Projektna organizacija« izvede projekt. The "project organization" carries out the
Projektna organizacija je lahko del nosilne project. The project organization may be a
...
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