BS 6079-1:2010 Project management. Principles and guidelines for the management of projects
BS 6079-1 aims to help people and organizations achieve a desired outcome of a project efficiently and effectively, as well as to contribute to the learning within projects and so continually improve their organization’s project management capability.
The principles provided in this standard are as relevant to small organizations and for small projects as they are to major organizations with multimillion pound projects spanning several years.
This part of BS 6079 provides guidance for:
• Managers in organizations that operate projects
• Project sponsors
• Project managers
• Team managers and members
• Project support staff
• Educators and trainers
BS 6079-1 aims to draw attention to the management challenges encountered in different project environments and to present possible approaches to these.
This part of BS 6079 gives principles and guidance on:
• Undertaking of projects
• Application of project management techniques.
It has broad relevance to projects in the public, private and voluntary sectors and aims primarily to provide guidance for relative newcomers to project management and to act as a prompt for more experienced practitioners and those who interact with project teams.
The principles and guidance outlined are relevant to all sizes of organization, although they might not cover all aspects of every type and size of project.
BS 6079 is issued in four parts:
• Part 1: Guide to project management
• Part 2: Project management vocabulary
• Part 3: Guide to the management of business related project risk
• Part 4: Guide to project management in the construction industry.
This part of BS 6079 supersedes BS 6079-1:2002, which is withdrawn.
This standard has been revised to incorporate current technology, techniques and developments in the field of project management since the original standard was issued in 1996.
This revision focuses on the importance of projects being driven by organizational needs, drawing on cross-functional teams of specialists in pursuit of the stated business objectives. To this effect, the current text includes a fully revised set of accountabilities and process models which explicitly differentiate the directing of a project, with a view to achieving the benefits, from managing a project, with a view to delivering the outputs.
BS 6079-1 takes the form of guidance and recommendations. Any user claiming compliance with this part of BS 6079 is expected to be able to justify any course of action that deviates from its recommendations.
Contents of BS 6079-1:
2 Normative references
3 Terms and definitions
4 Project management context
4.1 Projects as drivers of change
4.2 The benefits of project management
4.3 The characteristics of projects
4.4 Types of project
4.5 Organizational context for projects
4.6 Legal and regulatory context for projects
4.7 Project complexity
5 Key aspects of project management
5.1 Principles of project management
5.2 People and roles in projects
5.3 Project lifecycle
5.4 Project management activities
6 The project lifecycle
6.1 A phased approach to projects
6.2 The components of a project lifecycle
6.3 The extended project lifecycle
6.4 Interactions between project lifecycles
6.5 Relationship between project lifecycle and management activities
7 Managing the project
7.1 Project integration activities
7.2 Project support activities
8 Skills and competencies for project management
8.2 Typical competency areas
8.4 Stakeholder management
8.5 Team building
8.6 Conflict resolution
8.7 Training, education and development
Annex A (informative) Agile and iterative methods in the context of project management
List of figures
Figure 1 – Showing projects in different organizational contexts
Figure 2 – Authority relationships in organization structures
Figure 3 – Boundary of project viability
Figure 4 – A simplified project organization structure
Figure 5 – Project lifecycle showing phases, gates and the continuous application of project planning, control and support activities
Figure 6 – Project integration and support activities
Figure 7 – Project lifecycle, showing relationship to project management activities
Figure 8 – Extended project lifecycle, including in life activities
Figure 9 – The principal activity flows for project integration activities
Figure 10 – The principal activity flows for supporting a project
Figure 11 – Planning activities
List of tables
Table 1 – Typical competencies for project management roles