The new 2009 Standish Group ”Chaos” study shows a backwards trend in software success:

32% Successful (On Time, On Budget, Fully Functional)
44% Challenged (Late, Over Budget, And/Or Less than Promised Functionality)
24% Failed (Canceled or never used)

Tags: ChoasChoas StandishStandish GroupGroup ProjectProject

In a highly competitive environment, managing performance poses the greatest challenge for managers within the context of continual change in customer needs, requirements, and expectations that shape performance requirements. To overcome this challenge, management practices need to be based on established principles.Developing a principle-based management system is therefore crucial to good management practices that can lead to desired performance.

After many years of quality assurance practices, the International organisation for Standardisation, or commonly referred to as the ISO, has evolved eight key management principles as the basis for standardising management system practices that meet the specified requirements. This resulted in the ISO 9001:2000 International Standard, and now the revised ISO 9001:2008 version of this International Standard.

It is most unfortunate that many companies which adopted the ISO 9001:2008 Quality Management System practices, lack awareness in the importance of the guiding principles to managing performance. This shortcoming often leads to the lack of appreciation of the requirements of ISO 9001:2008 International
Standard1, resulting in the company’s inability to exploit the potential of the established management system for greater organisational performance.

As such, there is a need to explain the application of these management principles in establishing management system practices with a view to help companies harness the potential of principle-based management system for higher performance.

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Tags: ISO9000ISO9000 ISO9000:2008ISO9000:2008