1、raising standards worldwideNO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAWBSI Standards PublicationBS ISO 11893:2011Space systems Programme management Project organizationBS ISO 11893:2011 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 1
2、1893:2011. The UK participation in its preparation was entrusted to T e c h n i c a l Committee ACE/68/-/5, Space systems and operations - Programme management.A list of organizations represented on this committee can be obtained on request to its secretary.This publication does not purport to inclu
3、de all the necessary provisions of a contract. Users are responsible for its correct application. BSI 2011 ISBN 978 0 580 66441 0 ICS 49.140 Compliance with a British Standard cannot confer immunity from legal obligations.This British Standard was published under the authority of the Standards Polic
4、y and Strategy Committee on 31 May 2011.Amendments issued since publicationDate T e x t a f f e c t e dBS ISO 11893:2011Reference numberISO 11893:2011(E)ISO 2011INTERNATIONAL STANDARD ISO11893First edition2011-04-15Space systems Programme management Project organization Systmes spatiaux Management d
5、e programme Organisation de projet BS ISO 11893:2011ISO 11893:2011(E) COPYRIGHT PROTECTED DOCUMENT ISO 2011 All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying and mic
6、rofilm, without permission in writing from either ISO at the address below or ISOs member body in the country of the requester. ISO copyright office Case postale 56 CH-1211 Geneva 20 Tel. + 41 22 749 01 11 Fax + 41 22 749 09 47 E-mail copyrightiso.org Web www.iso.org Published in Switzerland ii ISO
7、2011 All rights reservedBS ISO 11893:2011ISO 11893:2011(E) ISO 2011 All rights reserved iiiContents Page Foreword iv Introduction . v 1 Scope 1 2 Normative references 1 3 Terms and definitions . 1 4 Organization principles. 2 4.1 Introduction 2 4.2 Basic principles . 2 4.3 Organizational structure .
8、 2 4.4 Responsibilities and authority of the actors 2 4.5 Interrelations between actors 2 4.6 Information technologies 3 4.7 Communication and reporting . 3 4.8 Project organization documentation . 3 5 Requirements . 3 5.1 Organizational requirements 3 5.2 Responsibilities and authority of the actor
9、s 3 5.3 Interrelations between the actors 5 5.4 Information technologies 7 5.5 Project organization documentation . 7 BS ISO 11893:2011ISO 11893:2011(E) iv ISO 2011 All rights reservedForeword ISO (the International Organization for Standardization) is a worldwide federation of national standards bo
10、dies (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 organizatio
11、ns, 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
12、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 th
13、e 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 11893 was prepared by Technical Committee ISO/TC 20, Aircraft and
14、 space vehicles, Subcommittee SC 14, Space systems and operations. BS ISO 11893:2011ISO 11893:2011(E) ISO 2011 All rights reserved vIntroduction A coherent organization is a prerequisite for the successful execution of a project. The activities of organizing a project consist of setting up the proje
15、cts internal organization and the external interfaces. This is done by defining the responsibilities and authority of the participants, and their interrelations, taking into account information technologies and subsequently documenting the project organization. This International Standard is intende
16、d to be applied for project organization in space programmes and applications. The formulation of this International Standard takes into account the existing ISO 9000 family of documents and ISO 14300-1 and ISO 14300-2. ISO 11893 defines specific requirements for the project organization for space p
17、rojects. BS ISO 11893:2011BS ISO 11893:2011INTERNATIONAL STANDARD ISO 11893:2011(E) ISO 2011 All rights reserved 1Space systems Programme management Project organization 1 Scope This International Standard defines the project organization principles and requirements needed to provide satisfactory an
18、d coherent management of space projects. The general requirements for project organization are given in ISO 14300-1. This International Standard addresses the following, in particular: a) responsibility and authority of the actors (all actors, customer, supplier), b) interrelations between the actor
19、s (meetings, action monitoring, reporting, assessments and audits), c) information technologies, and d) project organization documentation. The requirements specified herein apply to and affect the supplier and customer at all levels. This International Standard is applicable to the customer-supplie
20、r relationship for space products to the extent agreed by both parties. It is intended to be used as a basis when establishing and negotiating customer program/project management requirements and to guide the suppliers responses. When viewed in a specific project context, the requirements defined in
21、 this International Standard should be tailored to match the specific requirements of a particular profile and circumstances of a project. 2 Normative references The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited ap
22、plies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2005, Quality management systems Fundamentals and vocabulary ISO 14300-1, Space systems Programme management Part 1: Structuring of a programme ISO 14300-2, Space systems Program
23、me management Part 2: Product assurance 3 Terms and definitions For the purposes of this document, the terms and definitions given in ISO 9000:2005 apply. BS ISO 11893:2011ISO 11893:2011(E) 2 ISO 2011 All rights reserved4 Organization principles 4.1 Introduction The establishment of a well structure
24、d and coherent organizational structure for implementing a project at all levels in the customer/supplier chain is a key factor for ensuring an effective and efficient management approach. At each level in the customer/supplier chain, a project organization can be built as an independant project tea
25、m containing all necessary disciplines within the team structure or, more often, can be built around a core project team containing key project functions with other necessary functions being provided from outside the project team as external support. Irrespective of the organizational approach follo
26、wed for a project, the elements summarized below are relevant at all levels in the customer/supplier chain. 4.2 Basic principles A coherent organization is a prerequisite for the successful execution of a space project. ISO 14300-1 defines the organizational principles (organization at customer and
27、industrial levels for programme/project management) and specifies the organizational requirements concerning information circuits, internal and external to the programme/project and its environment. The activities of organizing a project consist of setting up the project internal organization and th
28、e external interfaces. This is done by defining the responsibilities and authority of the participants, and their interrelations, taking into account information technologies and subsequently documenting the project organization. 4.3 Organizational structure It is essential that the projects organiz
29、ational structure is arranged to include all disciplines essential to implement the project with well-defined functions as well as clear reporting lines, interrelationships and interfaces. All project actors below the top level customer and above the lowest level supplier(s) have the roles of suppli
30、ers and customers, and their organizational structures are constructed to accommodate both roles. The organizational structure provides a clear and unambiguous definition and allocation of individual roles and responsibility together with the necessary authority to implement these within the interna
31、l project set-up as well as towards project external interfaces. 4.4 Responsibilities and authority of the actors For the successful execution of a space project, a clear and unambiguous definition and allocation of individual roles, with their associated responsibilities and authority, is essential
32、. The project organization defines these roles with respect to the internal project set-up as well as to interfaces to the projects external environment (both internal and external to the organization). Certain roles are relevant to all actors, some to customers (at all levels) only and some to supp
33、liers (at all levels) only. 4.5 Interrelations between actors The complex nature of space projects leads to the vital need for effective communication between actors. This communication takes the form of direct contact (meetings) and other means. Communications have varying levels of formalism assoc
34、iated with them, ranging from informal information exchanges to contractually binding commitments. Communication serves initially to provide clarity about the projects goals and objectives. Subsequently, communication supports the work towards achieving these objectives. BS ISO 11893:2011ISO 11893:2
35、011(E) ISO 2011 All rights reserved 3The use of formalized action monitoring systems has become established as good practice. Regular reporting is a uniform means of exchanging information concerning the progress of the project. Monitoring and control activities give the customer the ability to veri
36、fy the supplied information (e.g. reports. This can be done by subsequent assessments and audits. 4.6 Information technologies Information technology is the primary means for the exchange of information. It is therefore important that data compatibility is ensured. 4.7 Communication and reporting Ef
37、fective means of communication are essential tools for ensuring clear and efficient interaction between all project actors, as well as between the project team and its external interfaces. Information technology is the primary means for the exchange of information. Communication serves initially to
38、provide clarity about the projects goals and objectives and subsequently, to support the day-to-day work of the project team. Regular reporting is an important tool for exchanging information concerning the progress of the project. 4.8 Project organization documentation The organization is clearly d
39、efined in an implementation document to ensure that all project actors are aware of the project organization. The documentation serves also to ensure that coherence is maintained throughout all disciplines and functions. 5 Requirements 5.1 Organizational requirements For the general requirements and
40、 principles, ISO 14300-1 defines the organizational requirements. 5.2 Responsibilities and authority of the actors 5.2.1 All actors Requirements for all actors are the following: a) Each participant shall identify the individual responsible for the definition and set-up of the project organization.
41、b) Each participant shall establish and maintain a project organization relative to its level. c) Each participant shall define the authority for project management and business agreement signing. d) If the project has links with other projects, each participant shall define the responsibilities rel
42、ating to the definition and the management of interfaces. e) If a participant is responsible for more than one business agreement within a project, and the business agreements have different customers, then each business agreement shall be clearly identified and accomplished according to the appropr
43、iate relationships. f) Where a participant employs consultants or other specialists to assist him in performing his duties, then the roles, responsibilities and authority of these consultants and specialists shall be clearly defined. BS ISO 11893:2011ISO 11893:2011(E) 4 ISO 2011 All rights reserved5
44、.2.2 Customer Requirements for the customer are the following: a) The customer shall identify the project characteristics and define the projects requirements, the availability and the implementation requirements of the system including support elements. b) The customer shall maintain the definition
45、 of project performance requirements and constraints throughout the life of the project. c) The customer shall verify supplier compliance with requirements and constraints. d) When a customer supplies a product to lower-tier actors he/she shall have the responsibility of a supplier with respect to t
46、hat product. 5.2.3 Supplier Requirements for the supplier are the following: a) To ensure a complete definition and implementation of a project organization with clear roles, responsibilities and authority for all actors, the supplier shall set up the project management organization in such away tha
47、t adequate resources are allocated to the project to ensure timely completion of the contract. b) The suppliers project management organization shall exercise an active monitoring and control over its own activities and the lower-tier suppliers activities, and lead its lower-tier suppliers in the ex
48、ecution of subcontracted activities to ensure that their services conform to the customers requirements. c) The suppliers project management organization shall implement the approved management plan. d) The supplier shall identify the key personnel to be deployed on the work, and include them in the
49、 project organization. The following project functions shall be considered: 1) project management, 2) contracts, 3) project control, 4) configuration management, 5) documentation management, 6) information systems, 7) procurement, 8) assembly, integration and verification, 9) product assurance and safety, and 10) engineering. e) The supplier shall designate a project manager with a team assigned to the project. The members of the project team shall be under the authority and responsibility of the project manager and
