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The Impact of Standards

July 1, 2015

New independent research into the contribution of standards to the UK economy has just been published. It finds that standards boost UK productivity and improve performance, kick-start innovation, and support UK domestic and international trade.

According to the research, reported by BSI:

  • 37.4% of UK productivity growth can be attributed to standards
  • 28.4% of annual UK GDP growth can be attributed to standards, equivalent to £8.2 billion
  • £6.1 billion of additional UK exports can be attributed to standards annually

Do you agree with these stats?

How are standards helping your business?

ISO 14001: 2015 Update

June 24, 2015

The revision of ISO 14001 Environmental Management Systems is in its final stages with publication due in October.

The new standard has an increased focus on legal compliance, introducing the need to maintain a good knowledge and understanding of compliance obligations. This requirement will become an ongoing process, rather than an annual evaluation adopted by many organisations. Businesses need to be prepared for both internal and external auditors looking for clear evidence of an organisation’s level of compliance.

Another key change in the standard is a business’s understanding of what leads to compliance obligations. Businesses will need to assess risk using a much wider approach, not simply assessing how business activities cause a direct risk to the environment. This analysis must look at the causes and impact of environmental and legal impacts, both now and in the future.

This places legal obligation within the risk and opportunities context, meaning businesses will have to be far more aware of their future compliance obligations and how that impacts their strategy and planning.


The Top 5 Reasons Why Organisations Use an External Project Manager

June 10, 2015

A project manager is someone who is in overall charge of the planning and execution of a particular project. That’s quite a large brief! In my experience, it includes:

  • getting the best out of people
  • exerting influence
  • mentoring
  • managing expectations
  • having an eye for detail
  • understanding quality and standards in the context of project objectives
  • making decisions that are in the interest of the overall project

But why do more and more organisations use external help when it comes to implementing their own projects?

I guess one of the reasons that I am asked to project manage for my clients is that there is already a relationship and the trust is there.

But speaking to other companies whom I have managed projects for without a previous working relationship was quite interesting. Collectively, here are the 5 main reasons why my clients opted for me to manage their projects over assigning them internally:

  1. Our staff respond in a much more positive way when dealing with external resource
  2. None of us have the time to manage so many different people and their contributions to the project
  3. If we did it ourselves the scope would change 1000 times and it would never get done
  4. We never even thought of defining the risks associated with our project. Your expertise ensured risks and issues were identified and managed from the outset.
  5. You applied structure to the project, whereas we would have created an Excel chart and hoped it would work.

Are any of these familiar to you?

Number 1 was an interesting answer. Why do you think staff respond better to an ‘outsider’ rather than to a colleague?

Why You Should Always Project Manage

May 20, 2015

Some organisations are able to deliver projects successfully, whilst others struggle to reap any sort of benefit from a project.

Do you recognise any of these traits?

  • Projects completed late, over-budget or without meeting the objectives
  • Weak standards used within the project
  • Management of the project is reactive rather than proactive
  • Buy-in from your people is hard work; difficult to understand the value of the project
  • Projects are considered an ‘overhead’

Good project management discipline is the way to overcome these shortcomings. Having good project management skills does not mean you have no problems. It does not mean that risks go away. It does not mean that there are no surprises. The value of good project management is that you have standard processes in place to deal with all contingencies.

Project management processes and techniques are used to coordinate resources to achieve predictable results. However, it should be understood that project management is not an exact science and there is never a guarantee of success. Since projects involve people, there is always complexity and uncertainty that cannot be absolutely controlled.

For more information, visit my website here.

ISO 9001: 2015 – Fewer Procedures?

April 28, 2015

A collective sigh of relief! The new version of ISO 9001 contains fewer prescriptive requirements.

Much will be made of the fact that ISO 9001: 2015 has no requirements for procedures but it does have requirements for documentation.

Clause 7.5 ‘Documented Information’ deals with documented information and is split into 3 sub-clauses – general, creating and updating and control.

You must decide what information you wish to retain, how these are updated and controlled and adequately protected.

So, you justify the controls you have in place regarding documentation. Don’t document procedures for the sake of it, but ensure they exist where control is required.

This is the last in a series of posts regarding the new standard, which will be published at the end of 2015. If you have any questions, just get in touch.

ISO 9001: 2015 – Communication

April 20, 2015

No more, ‘I wasn’t aware of that’!!

Clause 7.3 ‘Awareness’ is now a clause in its own right: people working under an organisation’s control should be aware of the quality policy, objectives, their contributions to QMS, implications of non-conformities etc. There will be an increased emphasis on awareness to ensure that everyone knows the implications of not conforming to the management system requirements.

Which leads into Clause 7.4 ‘Communication’ – internal and external communications are now a requirement. It’s up to you to decide what/who/when and how you are communicating. Communication is important for both internal and external stakeholders and an organisation must develop a communication plan. It is important to decide who will own the communication and ensure that they have the appropriate authority, competencies and knowledge.

The communication plan can include a variety of mediums including briefings, meetings, seminars, conferences and newsletters.

In my experience, many problems in organisations stem from poor communication, and so I believe this new requirement is going bring real benefits to organisations that embrace the new ISO 9001 standard.

ISO 9001: 2015 – Leadership and Business Context

April 14, 2015

This new requirements is going to cause a few headaches!

Firstly, the organisation will need to determine external and internal issues that are relevant to its purpose, i.e. what are the relevant issues, both inside and out, that have an impact on what the company does, or that would affect its ability to achieve the intended outcome(s) of its management system.

I should point out that that the term ‘issue’ covers not only problems (which would have been the subject of preventive action in previous standards), but also important topics for the management system to address, such as any market assurance and governance goals that the organisation might set for its management system. This means that senior managers need to be able to demonstrate an understanding of the wider business environment, social, cultural and regulatory and how that impacts or could impact on the organisation’s ability to meet customer requirements.

In the same context they need to have a grasp of the organisation’s internal strengths and weaknesses and how these could impact on the ability to deliver their products or services. This will strengthen the concept of business process management including the need now to allocate specific responsibilities for processes, and demonstrate an understanding of the key risks associated with each process and the approach taken to manage, reduce or transfer the risk. I personally think this is positive and powerful addition to the new version of the standard.

Top management now have a greater involvement in the management system. They (not one person) have to ensure that the requirements of the management system are integrated into the organisation’s processes and that the policy and objectives are compatible with the strategic direction of the organisation.

Although this might sound a little complicated, the end result will be a business management system that drives the business forward and ultimately meets the goals and objectives it has set.


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