This document gives guidelines for project management. It is applicable to any organization, including public, private and charitable, as well as to any type of project, regardless of purpose, delivery approaches, life cycle model used, complexity, size, cost or duration.NOTE Delivery approach can be any method or process suited to the type of outputs, such as predictive, incremental, iterative, adaptive or hybrid, including agile approaches.This document provides high-level descriptions of practices that are considered to work well and produce good results within the context of project management. This document does not provide guidance on the management of programmes or portfolios. Topics relating to general management are addressed only within the context of project management.
This document gives guidelines for project management. It is applicable to any organization, including public, private and charitable, as well as to any type of project, regardless of purpose, delivery approaches, life cycle model used, complexity, size, cost or duration.
NOTE Delivery approach can be any method or process suited to the type of outputs, such as predictive, incremental, iterative, adaptive or hybrid, including agile approaches.
This document provides high-level descriptions of practices that are considered to work well and produce good results within the context of project management. This document does not provide guidance on the management of programmes or portfolios. Topics relating to general management are addressed only within the context of project management.
ISO 21500:2012 provides guidance for project management and can be used by any type of organization, including public, private or community organizations, and for any type of project, irrespective of complexity, size or duration. ISO 21500:2012 provides high-level description of concepts and processes that are considered to form good practice in project management. Projects are placed in the context of programmes and project portfolios, however, ISO 21500:2012 does not provide detailed guidance on the management of programmes and project portfolios. Topics pertaining to general management are addressed only within the context of project management.
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