BS ISO 21503-2017 Project programme and portfolio management Guidance on programme management《项目、方案和组合管理 方案管理指南》.pdf

1、Project, programme and portfolio management Guidance on programme managementBS ISO 21503:2017BSI Standards PublicationWB11885_BSI_StandardCovs_2013_AW.indd 1 15/05/2013 15:06 ISO 2017Project, programme and portfolio management Guidance on programme managementManagement de projets, programmes et port

2、efeuilles Recommandations sur le management de programmesINTERNATIONAL STANDARDISO21503First edition2017-08Reference numberISO 21503:2017(E)National forewordThis British Standard is the UK implementation of ISO 21503:2017.The UK participation in its preparation was entrusted to Technical Committee M

3、S/2, Project, programme and portfolio management.A list of organizations represented on this committee can be obtained on request to its secretary.This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. The British S

4、tandards Institution 2017 Published by BSI Standards Limited 2017ISBN 978 0 580 88126 8ICS 03.100.01Compliance with a British Standard cannot confer immunity from legal obligations.This British Standard was published under the authority of the Standards Policy and Strategy Committee on 30 September

5、2017.Amendments/corrigenda issued since publicationDate Text affectedBRITISH STANDARDBS ISO 21503:2017 ISO 2017Project, programme and portfolio management Guidance on programme managementManagement de projets, programmes et portefeuilles Recommandations sur le management de programmesINTERNATIONAL S

6、TANDARDISO21503First edition2017-08Reference numberISO 21503:2017(E)BS ISO 21503:2017ISO 21503:2017(E)ii ISO 2017 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2017, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utiliz

7、ed otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright

8、officeCh. de Blandonnet 8 CP 401CH-1214 Vernier, Geneva, SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 47copyrightiso.orgwww.iso.orgBS ISO 21503:2017ISO 21503:2017(E)ii ISO 2017 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2017, Published in SwitzerlandAll rights reserved. Unless otherwis

9、e specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address belo

10、w or ISOs member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 CP 401CH-1214 Vernier, Geneva, SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 47copyrightiso.orgwww.iso.orgISO 21503:2017(E)Foreword vIntroduction vi1 Scope . 12 Normative references 13 Terms and definit

11、ions . 14 Concepts of programmes and programme management . 14.1 General 14.2 Concepts of programmes 24.2.1 General 24.2.2 Programme characteristics . 24.2.3 Programme purpose . 24.2.4 Programme establishment 24.2.5 Programme alignment 34.2.6 Programme structure 44.2.7 Programme stakeholders . 44.3

12、Concepts of programme management 44.3.1 General 44.3.2 Programme management . 54.3.3 Programme management purpose 54.3.4 Programme lifecycle . 55 Prerequisites for programme management 65.1 General . 65.2 Evaluating the need for programme management 65.3 Implementing programme management in organiza

13、tions . 75.4 Aligning programme management 75.5 Establishing programme roles and responsibilities . 75.5.1 General 75.5.2 Programme sponsor . 85.5.3 Programme manager . 85.5.4 Programme management team . 86 Managing a programme 96.1 General . 96.2 Establishing a programme 96.2.1 General 96.2.2 Frame

14、work for programme management . 96.2.3 Programme design and planning . 96.3 Programme integration 106.3.1 General. 106.3.2 Strategic integration 106.3.3 Requirements integration . 106.3.4 Component integration . 106.3.5 Functional integration 116.4 Programme management practices . 116.4.1 General. 1

15、16.4.2 Risk and issue management 116.4.3 Change management .116.4.4 Quality management .116.4.5 Resource management 126.4.6 Schedule management .126.4.7 Budget and financial management 126.4.8 Stakeholder and communication management .126.5 Programme control 12 ISO 2017 All rights reserved iiiConten

16、ts PageBS ISO 21503:2017ISO 21503:2017(E)6.6 Benefit management . 136.6.1 General. 136.6.2 Benefit identification and analysis 136.6.3 Benefit control 136.7 Programme closure 13Bibliography .15iv ISO 2017 All rights reservedBS ISO 21503:2017ISO 21503:2017(E)6.6 Benefit management . 136.6.1 General.

17、136.6.2 Benefit identification and analysis 136.6.3 Benefit control 136.7 Programme closure 13Bibliography .15iv ISO 2017 All rights reserved ISO 21503:2017(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies).

18、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-g

19、overnmental, 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. The procedures used to develop this document and those intended for its further maintenance are describe

20、d in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).Attention is drawn to th

21、e 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. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO

22、list of patent declarations received (see www.iso.org/patents).Any trade name used in this document is information given for the convenience of users and does not constitute an endorsement. For an explanation on the voluntary nature of standards, the meaning of ISO specific terms and expressions rel

23、ated to conformity assessment, as well as information about ISOs adherence to the World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.This document was prepared by Technical Committee ISO/TC 258, Project, programme a

24、nd portfolio management. ISO 2017 All rights reserved vBS ISO 21503:2017ISO 21503:2017(E)IntroductionThis document provides guidance on concepts, prerequisites and practices of programme management that is important for, and has an impact on, the performance of programmes.This document is intended f

25、or use by executive and senior management and those individuals involved in the sponsorship of programmes, individuals managing and participating in programmes, developers of national or organizational standards, and developers of programme management methods and processes.This document can be tailo

26、red to meet the needs of any organization or individual, so that they can better apply concepts, prerequisites and practices of programme management.vi ISO 2017 All rights reservedBS ISO 21503:2017ISO 21503:2017(E)IntroductionThis document provides guidance on concepts, prerequisites and practices o

27、f programme management that is important for, and has an impact on, the performance of programmes.This document is intended for use by executive and senior management and those individuals involved in the sponsorship of programmes, individuals managing and participating in programmes, developers of

28、national or organizational standards, and developers of programme management methods and processes.This document can be tailored to meet the needs of any organization or individual, so that they can better apply concepts, prerequisites and practices of programme management.vi ISO 2017 All rights res

29、erved Project, programme and portfolio management Guidance on programme management1 ScopeThis document provides guidance on programme management. This document is applicable to any type of organization including public or private and any size or sector, as well as any type of programme in terms of c

30、omplexity.This document provides high-level descriptions of relevant terms, definitions, concepts, prerequisites and practices, including roles and responsibilities that form good practice in programme management. It does not provide guidance on processes, methods and tools.2 Normative referencesThe

31、re are no normative references in this document.3 Terms and definitionsFor the purposes of this document, the following terms and definitions apply.ISO and IEC maintain terminological databases for use in standardization at the following address: ISO Online browsing platform: available at http:/www.

32、iso.org/obp IEC Electropedia: available at http:/www.electropedia.org/3.1programmetemporary structure of interrelated programme components (3.3) managed together that provides advantages, contributes to the achievement of strategic and operational objectives, and realizes benefits3.2programme manage

33、mentcoordinated activities to direct the interrelated programme components (3.3) to achieve programme objectives and to realize benefits3.3programme componentproject, programme (3.1) or other related work3.4programme benefitassessable outcome by managing interrelated programme components (3.3) toget

34、her to achieve strategic and operational objectives4 Concepts of programmes and programme management4.1 GeneralThis clause describes the concepts of programmes and programme management. It provides guidance to executive and senior management on how programme management should be integrated in an org

35、anization or organizations.INTERNATIONAL STANDARD ISO 21503:2017(E) ISO 2017 All rights reserved 1BS ISO 21503:2017ISO 21503:2017(E)4.2 Concepts of programmes4.2.1 GeneralThis clause describes the characteristics of programmes together with their purpose, establishment, alignment, structure and stak

36、eholders.4.2.2 Programme characteristicsProgrammes may be strategic, transformational or operational and have one or more of the following characteristics: programmes are comprised of programme components that have interdependent and interrelated relationships to one another; programmes provide bene

37、fits to stakeholders and contribute to strategic or operational objectives; programmes inherently have complexity and uncertainty, which needs to be managed and reduced where possible.Programme complexity and uncertainty may include, but are not limited to, the following: unclear and uncertain objec

38、tives to be achieved; context and other external factors; social, political, economic, sustainability and legal dynamics; technological aspects; constraints, such as time, cost, quality; interdependencies and integration among programme components; logistical issues; diverse stakeholder viewpoints a

39、nd expectations.4.2.3 Programme purposeThe programmes purpose should be to realize benefits, which are aligned to strategic and operational objectives, that may not be realized when components are managed individually. The programme may also improve efficiency, reduce threats and realize opportuniti

40、es.4.2.4 Programme establishmentWhen establishing a programme in an organization, the activities that should be considered, but are not limited to, are the following: developing a common approach to be used across multiple programme components; managing stakeholders views and interests; communicatin

41、g internal and external aspects of the programme; improving benefits realization, particularly in scheduling the early delivery of benefits; optimising the use of resources across programme components; optimising cost, schedule and quality; managing programme risks;2 ISO 2017 All rights reservedBS I

42、SO 21503:2017ISO 21503:2017(E)4.2 Concepts of programmes4.2.1 GeneralThis clause describes the characteristics of programmes together with their purpose, establishment, alignment, structure and stakeholders.4.2.2 Programme characteristicsProgrammes may be strategic, transformational or operational a

43、nd have one or more of the following characteristics: programmes are comprised of programme components that have interdependent and interrelated relationships to one another; programmes provide benefits to stakeholders and contribute to strategic or operational objectives; programmes inherently have

44、 complexity and uncertainty, which needs to be managed and reduced where possible.Programme complexity and uncertainty may include, but are not limited to, the following: unclear and uncertain objectives to be achieved; context and other external factors; social, political, economic, sustainability

45、and legal dynamics; technological aspects; constraints, such as time, cost, quality; interdependencies and integration among programme components; logistical issues; diverse stakeholder viewpoints and expectations.4.2.3 Programme purposeThe programmes purpose should be to realize benefits, which are

46、 aligned to strategic and operational objectives, that may not be realized when components are managed individually. The programme may also improve efficiency, reduce threats and realize opportunities.4.2.4 Programme establishmentWhen establishing a programme in an organization, the activities that

47、should be considered, but are not limited to, are the following: developing a common approach to be used across multiple programme components; managing stakeholders views and interests; communicating internal and external aspects of the programme; improving benefits realization, particularly in sche

48、duling the early delivery of benefits; optimising the use of resources across programme components; optimising cost, schedule and quality; managing programme risks;2 ISO 2017 All rights reserved ISO 21503:2017(E) steering and aligning the programme components; supporting a business rationale, which

49、defines the objectives of the programme; identifying benefits to be realized by managing the individual components as a programme; aligning with one or more of the strategic and operational objectives.When establishing a programme in an organization, risk and uncertainty can be of concern. The considerations that may be addressed, but are not limited to, are the following: level of complexity associated with the achievement of programme objectives; level of risk and un