By Jackie Stapleton
In a recent Harvard Business Review article, What the Next Generation of Project Management Will Look Like, it states that a recent global Gartner survey suggests that project manager is actually expected to be one of the fastest growing project management office (PMO) roles across the next two to three years. An outcome of this survey identified Next-Generation Skills that Project Managers need, to have a decisive role to play in this new environment, where complex challenges must be addressed such as overcoming organizational silos, managing hidden interdependencies, and realizing cross-team efficiencies.
What has this got to do with ISO Management Systems?
A core part of your success as an implementer of an ISO Management System, whether you are the internal System Manager, or an external Consultant is excelling in Project Management. As I was reading this HBR article there were some very familiar terms being used that relates to successful ISO Systems project management that I thought would be great to break down.
Project Managers proficient in these skills were found to be 1.4 times more effective at achieving key business and functional outcomes. Adding to this the Gartner research also found that these skills were far more impactful than organizational experience or formal project management certifications.
Let’s do a quick comparison for 8 of these skills that align with the success of the implementation of an ISO Management System.
What I find as a left-brain thinker and systems person, when these soft skills do come up in conversation, it always helps me to go back to what my brain is comfortable with, and that is structure and it becomes so clear then that I can see these soft skills as part of project management skills already within the Standards.
Last month, I faced a daunting task about a program of culture in business, filled with complex, subjective ideas. Initially, I was in full panic mode, thinking, “This is way over my head.” But after stepping back, I realized something important. The key was not in understanding every new term thrown at me, but in connecting these new ideas to what I already knew – ISO standards. It might sound a bit niche, but that’s my comfort zone. By viewing these new concepts through the ISO lens, they suddenly became clearer. It’s about using your strengths and familiar knowledge to make sense of new challenges.
Download the IMS Gap Analysis Tool for any organization to identify gaps in its systems and processes.
Remember, when faced with something new, start with what you know best. It might just be the bridge you need to cross into understanding something more complex.
The Culture-Standard-Management (CSM) Model
At the heart of the CSM model, you achieve “Excellence”. This represents the ultimate goal of combining effective project management practices, adherence to ISO standards, and a consideration of cultural aspects. It embodies achieving high-quality outcomes through a well-rounded approach that integrates these key elements.
Each segment and intersection illustrates how the amalgamation of Project Management, ISO Standards, and Cultural Aspects can lead to enhanced performance, more effective processes, and a holistic approach to organizational challenges. This integration is essential for the successful implementation and operation of ISO Management Systems.
Represents the principles and practices of project management. It encompasses planning, executing, and overseeing projects to achieve specific goals within a given timeline and budget. Project management is critical in ensuring that the tasks and objectives align with the overall strategy and are efficiently completed.
The overlap between Project Management and ISO Standards Is Integration, which signifies the combination of project management techniques with the structured approach of ISO standards. This integration enhances process consistency, ensures alignment with organizational goals, and promotes a culture of continual improvement.
Focuses on the structured approach provided by ISO standards. These standards offer guidelines and best practices to ensure quality, efficiency, and consistency in processes and outcomes. They are essential in providing a framework for continual improvement and compliance in various organizational functions.
The overlap between ISO Standards and Cultural Aspects Is Adaptability, which highlights the ability of organizations to mold ISO standards within different cultural contexts. It underscores the importance of customizing standard procedures to align with the unique cultural fabric of an organization, ensuring both conformance and cultural sensitivity.
Represents the cultural dimensions within an organization. It includes the values, beliefs, behavior, and social norms that influence how people interact and work together. Understanding and integrating cultural aspects is crucial for effective communication, team dynamics, and fostering an inclusive and positive work environment.
The overlap between Cultural aspects and Project Management Is Team Dynamics which emphasizes the influence of cultural factors on project management. It involves understanding and managing diverse perspectives and backgrounds, enhancing team collaboration, and leveraging cultural diversity for innovative problem-solving and effective project execution.