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Comparative Analysis of the ISO 10006:2003 Against Other Standards and Guidelines Related to Software Project Management

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Comparative Analysis of the ISO 10006:2003 Against Other Standards and Guidelines Related to Software Project Management Comparative Analysis of the ISO 10006:2003 against other Standards and Guidelines related to Software Project Management Brenda L. Flores-Rios1, Oscar M. Rodríguez-Elias2, Martín Olguín-Espinoza1 1Universidad Autónoma de Baja California, 2Instituto Tecnológico de Hermosillo 1{bflores | molguin}@uabc.mx, [email protected] Abstract. Nowadays, the Project Management field is in a stage in which its processes and concepts are being normalized and harmonized. The standard ISO 10006:2003 is an example of it. The goal of this standard is to provide an orientation about the concepts, elements, and guidelines for the quality of Project Management practices through eleven processes. This paper presents a comparison of the processes defined in the ISO 10006 with those defined in the PMBOK of PMI, ICB of IPMA, SWEBOK and the Mexican Standard NMX-I- 059-NYCE-2005. The purpose of this work is to describe a conceptual framework to be taken into account in project management initiatives for software processes, which can be used by software project managers. 1 Introduction The need of having highly motivated and prepared personnel in software development processes has been discussed since the sixties [1]. Today, despite that the software industry considers itself as a solid industry, and although most of the software projects are developed by highly specialized people, surprisingly, this is an industry characterized by not having highly quality products and services [2]. Software quality implies the necessity of accomplishing some parameters to allow establish the minimal levels by which a product can be considered a quality product [3]. Reports and statistical analysis have been performed to determine the status of software projects, for instance the project European Software Process Improvement Training Initiative (ESPITI), and Extreme Chaos of the Standish Group. The main goal of ESPITI is to determine the principal needs in the quality systems field, and to maximize the benefits of software process improvement in the European industry, by means of training and capacitating programs [4]. Lee and Wassenhove (as referred in [5]), in 1999 analyzed the profiles of the problems in software production, and its relationships with the organizational context of the European units of software development. One significant result of this study was that the production units are affected by the deficiencies in the requirements specification, and the use of quality achieving methods. On the other hand, a decade of data of the Chaos research has showed some of the success or failure factors affecting software projects. From this data it can be observed that the most important problems are related with software specification, and project management and documentation [5]. The Chaos report of 2000 revealed an improvement in Project Management of Information Technologies related with the development and establishment of standards and best practices. It was observed that successful projects increased, failed projects decreased, and canceled projects tended to stabilization [6]. The above was a consequence of the initiatives for applying process improvement models in the software projects. Data revealed an increment of 100% in projects successfully finalized in comparison with the initial statistics [5]. Nonetheless the benefits of applying Project Management novel techniques and despite the standardization of the mechanisms used to evaluate software quality; the references to the international standard ISO 10006:2003 in Software Processes reference models are minimal, even when this standard is focused on project management. The latter contrast with the use of the Project Management Body of Knowledge (PMBOK) as a mechanism to generate best practices, taking into account the main topics of Project Management, which can be included for its use in processes maturity models [8]. The ISO 10006:2003 and the PMBOK are tools required and essential for managing projects. However, it is not clear how the content of the ISO 10006:2003 relates to the Software Engineering Body of Knowledge (SWEBOK) or to a process’s reference model like the Process Model for the Mexican Software Industry – MoProSoft. The Project Management process does not distinguish between types of projects. This means that the projects knowledge and best practices are useful for most types of projects. Therefore, having successful projects, independently of the type of project, depends on the correct use of the skills, knowledge, techniques and tools of the project leader and his/her personnel [6], in order to create a product or to provide a service [7]. This paper describes the processes required for managing projects that are described in the ISO 10006:2003 standard and those defined in the PMI and IPMA guidelines. Additionally, the Project Management practice is presented as a key discipline into the SWEBOK, and also in the Project Portfolio Management and Specific Projects Management processes defined in the Mexican Standard NMX-I- 059-NYCE-2005. The processes and knowledge areas related to project management are comparatively analyzed to identify their correlations inside the software projects. The rest of this paper is organized as follows: in the next section the ISO 10006:2003 standard is described, to later introduce what the PMI and IPMA states about the Project Management process; the latter is done in section Three. Then, section Four presents how project management should be carried out according to the SEWBOK and CMMI. After that, in section Five we describe the manner in which the Mexican Standard NMX-I-059-NYCE-2005 aboard the processes related to Project Management. Finally, we present the results of our analysis in section Six to conclude the paper in section Seven. 2 ISO 10006:2003 Standard Quality assurance in any productive system requires the total integration of all the elements composing the system, in order to attain the projected results. Any quality assurance model is exclusively aimed at preventing non-conformances, thus providing third parties with trust on the offered product or service. The quality model of the International Organization for Standardization (ISO- 9000), considers a group of standards related to quality assurance in a system generating a given product. Since its inception in 1987, this it is composed by three contractual models: ISO 9001, ISO 9002 and ISO 9003; and the included guidelines ISO 9000 and ISO 9004. Given the importance of this standard, the Technical Committee ISO/TC 176 Quality Management and Quality Assurance, decided that the 10000 series were also oriented to support the 9000 model. ISO 10006 was prepared by the Technical Committee ISO/TC 176, Quality Management and Quality assurance; particularly the Subcommittee SC 2, Quality Systems under the title Quality Management Systems – Guidelines for quality Management in projects [9]. Its Second edition (ISO 10006:2003) cancels and replaces the first Edition of 1997. Its goal is to serve as a guide in aspects related to elements, concepts and practices within quality systems which might be implemented in the Project Management process or even improve the process quality [5]. This International Standard is not a guide to Project Management itself. The ISO 10006 discusses guidance on quality in project management processes. Guidance on quality in a project’s product-related processes, and on the process approach, is covered in ISO 9004:2000, Quality Management Systems – Guidelines for performance improvements [9]. ISO 10006:2003 defines the term project as a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including the constraints of time, cost and resources. Likewise, it refers to the concept of process as a set of interrelated or interacting activities which transforms inputs into outputs. Inputs to a process are generally outputs of other processes [9]. 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. Therefore, the quality in Project Management implies, on one hand, the quality of the Project process and, on the other hand, the quality of the final project represented by the product. Both are needed and require a systematic treatment. Failure to meet either of these two aspects could have significative effects [6]. Table 1 presents the processes defined in the ISO 10006:2003 Standard. These processes are grouped according to their affinity to one another. Eleven groups of processes are presented next [5]: 1. Strategic Process. - This process defines how to apply the principles of quality Management through the strategic process. For this, it considers that the Top Management is the responsible to create a proper environment for the quality and the continual improvement. It is necessary ensure the quality as in the process as in the products to achieve the objectives of a project; the needs of the customer and others participants must be understood and interpreted in the best way to fulfill the project success. 2. Resource-related Processes. - The Resource-related processes aim to plan and control resources. Examples of resources include computer software, equipment, facilities, finance, information, materials, personnel, services, and space. 3. Personnel-related Processes. - The quality and success of a project will depend on the participating personnel.
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