ISO 10006:2017 pdf download – Quality management — Guidelines for quality management in projects.
3.9 quality plan specification of the actions, responsibilities and associated resources to be applied to a specific object [SOURCE: ISO 10005:— 1) , 3.2] 3.10 provider supplier organization that provides a product or a service EXAMPLE Producer, distributor, retailer or vendor of a product or a service. Note 1 to entry: A provider can be internal or external to the organization. Note 2 to entry: In a contractual situation a provider is sometimes called a “contractor”. Note 3 to entry: In the context of projects (3.3), “contractor” or “subcontractor” is often used in place of “provider”. [SOURCE: ISO 9000:2015, 3.2.5, modified ― Note 3 to entry has been added.] 4 Quality management systems in projects 4.1 Context and characteristics of the project 4.1.1 General Both the project organization and the originating organization (see 4.1.2) should consider the context in which their project quality management systems operate. Some internal and external issues can affect the project’s ability to achieve the intended project results. Other issues can offer opportunities to work more effectively with internal and external parties (see ISO 9001:2015, 4.1). Consideration of internal and external issues that can influence the project quality management system enables both the project and originating organizations to: a) understand the needs and expectations of interested parties; b) establish or adopt project quality management processes necessary to achieve intended project results; c) determine risks and opportunities related to project processes and planned outputs. The main characteristics of projects are as follows: — they are unique, non-repetitive phases consisting of processes and activities; — they have some degree of risk and uncertainty;
4.1.2 Organizations This document makes separate reference to an “originating organization” and to a “project organization”. The “originating organization” is the organization that decides to undertake the project. It can be constituted as a single organization, joint-venture, consortium or any other acceptable structure. The originating organization assigns the project to a project organization. The originating organization can undertake multiple projects, each of which should be assigned to a different project organization. The “project organization” carries out the project. The project organization may be a part of the originating organization. There should be a clear division of responsibility and authority between the project organization and other relevant interested parties (including the originating organization) for the project’s processes. These should be maintained as documented information. 4.1.3 Phases and processes in projects Phases and processes are two different aspects of a project. A project may be divided into interdependent processes and into phases, as a means of planning and monitoring the realization of objectives and assessing the related risks. Project phases divide the project life cycle into manageable sets of activities, such as conception, development, realization and termination. 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 or service. NOTE 1 ISO 21500 gives guidance on project management processes.