ISO 21502:2020 Clause 5 Prerequisites for formalizing project management

Project Management 18 Minutes

Clause 5.1 Overview

All organizations carry out project work formally or informally. There are various prerequisites that an organization should consider before establishing an environment for implementing, maintaining and improving project management. This environment is sometimes referred to as the “project environment” or the “project management environment”. The project management environment can vary from one organization to another. Before starting to formalize project management in an organization, the following items should be assessed:

  1. the types, size, frequency and complexity of current and future projects;
  2. positive versus negative impact on the organization, including the impacts on the strategic objectives, vision, mission and other organizational considerations;
  3. preparing the organization for the implementation of project management, including human resource requirements and necessary organizational structure, systems and process changes;
  4. impacts on customers and other stakeholders.

Formalizing project management involves establishing structured processes, methodologies, and tools to ensure effective planning, execution, monitoring, and control of projects. While the specific prerequisites may vary depending on the nature and size of the project, here are some general prerequisites for formalizing project management:

  1. Clearly defined and well-understood project objectives are essential. Stakeholders should have a shared understanding of what the project aims to achieve.
  2. Strong support from senior management or executive sponsors is crucial. This support helps secure necessary resources, resolve conflicts, and ensure alignment with organizational goals.
  3. Establish a project management policy or framework that defines the organization’s approach to project management. This policy may include guidelines, processes, and methodologies to be followed.
  4. Ensure that project managers and key team members have the necessary skills and training in project management methodologies. Professional certifications (e.g., PMP, PRINCE2) can be valuable.
  5. Select and implement project management software to facilitate planning, scheduling, collaboration, and tracking. Tools like Microsoft Project, Jira, or Trello can be used, depending on the organization’s needs.
  6. Develop a risk management plan to identify, assess, and mitigate potential risks throughout the project life cycle. This helps in proactively addressing issues and uncertainties.
  7. Ensure that there is a system for allocating resources (human, financial, and other assets) to projects based on priorities and needs.
  8. Establish a communication plan that outlines how project information will be disseminated to stakeholders. This includes regular status updates, milestone achievements, and issue resolution.
  9. Implement a change management process to handle modifications to project scope, schedule, or resources. This helps in controlling changes and minimizing disruptions.
  10. Define a standard set of project documentation, including project charters, plans, status reports, and lessons learned. Consistent documentation ensures transparency and knowledge transfer.
  11. Identify key performance indicators (KPIs) to measure project success and progress. Metrics help in evaluating project performance and identifying areas for improvement.
  12. Establish processes for quality assurance and quality control. Define standards and procedures to ensure that project deliverables meet specified quality requirements.
  13. Provide ongoing training and professional development opportunities for project managers and team members to keep them updated on the latest project management practices and tools.
  14. Develop a repository to capture lessons learned from completed projects. This information can be valuable for continuous improvement and avoiding similar challenges in future projects.
  15. Ensure that the project management processes comply with legal and regulatory requirements relevant to the industry or sector in which the organization operates.

By addressing these prerequisites, organizations can create a solid foundation for formalizing project management and improve the likelihood of successful project outcomes.

All organizations carry out project work formally or informally.

Organizations engage in project work to achieve specific objectives, whether in a formal or informal manner. The level of formality often depends on factors such as the organization’s size, industry, culture, and the complexity of the projects being undertaken. Here’s a breakdown of formal and informal project management approaches:

  1. Formal Project Management:
    • Structured Processes: Formal project management involves the establishment of structured processes, methodologies, and frameworks. This includes defining project phases, creating detailed project plans, and following recognized project management standards (e.g., PMBOK, PRINCE2).
    • Documentation: Formal projects typically involve thorough documentation, including project charters, plans, risk assessments, status reports, and lessons learned. This documentation ensures transparency, accountability, and effective communication.
    • Roles and Responsibilities: Clearly defined roles and responsibilities for project team members, stakeholders, and project managers are established. This clarity helps in efficient decision-making and accountability.
    • Project Management Office (PMO): Some organizations establish a Project Management Office (PMO) to centralize and standardize project management practices across the organization. The PMO may provide governance, support, and oversight for projects.
    • Formal Tools and Software: Formal project management often involves the use of specialized project management software and tools to assist in planning, scheduling, and tracking progress.
    • Training and Certification: Project managers and team members may undergo formal training and certification in project management methodologies, ensuring a common understanding of best practices.
  2. Informal Project Management:
    • Ad Hoc Approaches: In smaller organizations or for less complex projects, an informal approach may be taken. This could involve less structured planning and a more flexible execution based on immediate needs.
    • Limited Documentation: Informal project management may involve less documentation compared to formal approaches. The emphasis is often on practicality and getting the work done rather than adhering to detailed processes.
    • Flexibility and Adaptability: Informal project management allows for greater flexibility and adaptability to changes. It may be suitable for projects with evolving requirements or those where a rigid structure is unnecessary.
    • Personal Relationships: Communication in informal project management often relies on personal relationships and informal channels rather than standardized reporting structures.
    • Limited Use of Project Management Software: Smaller projects or organizations may not invest in specialized project management software, relying instead on common office tools and manual tracking methods.
    • Limited Training Requirements: In an informal setting, team members may not necessarily undergo formal project management training or certification. Practical experience and on-the-job learning may take precedence.

Both formal and informal project management approaches have their place, and the choice between them often depends on the nature of the projects and the organizational context. Many organizations adopt a hybrid approach, combining elements of formal and informal project management to suit their specific needs and the characteristics of individual projects.

There are various prerequisites that an organization should consider before establishing an environment for implementing, maintaining and improving project management.

Establishing an effective environment for implementing, maintaining, and improving project management within an organization requires careful consideration of various prerequisites. By addressing these prerequisites, organizations can create a supportive and structured environment for successful project management implementation, maintenance, and improvement. This foundation helps ensure that projects align with strategic objectives and deliver value to the organization. Here are key factors to take into account:

  1. Organizational Strategy Alignment: Ensure that the project management approach aligns with the overall organizational strategy and goals. Projects should contribute to the achievement of the broader business objectives.
  2. Executive Leadership and Support: Obtain visible and committed support from top-level executives and leadership. Their endorsement is crucial for securing resources, prioritizing projects, and fostering a project-oriented culture.
  3. Project Management Policy and Governance: Develop a clear project management policy that outlines the organization’s approach to project management. Establish governance structures to provide oversight and ensure adherence to policies and standards.
  4. Talent and Skills: Assess the organization’s talent pool and identify any gaps in project management skills. Invest in training and development programs to enhance the capabilities of project managers and team members.
  5. Resource Allocation Process: Implement a systematic process for allocating resources (human, financial, and other assets) to projects. Prioritize projects based on strategic importance and available resources.
  6. Project Management Software and Tools: Select and implement appropriate project management software and tools. Ensure that these tools align with the organization’s needs and facilitate effective planning, collaboration, and tracking.
  7. Communication Plan: Develop a comprehensive communication plan that defines how project information will be communicated to stakeholders. This plan should include regular updates, reporting mechanisms, and strategies for addressing issues.
  8. Risk Management Framework: Establish a robust risk management framework to identify, assess, and mitigate risks throughout the project life cycle. Encourage a proactive approach to addressing uncertainties and challenges.
  9. Change Management Process: Implement a structured change management process to handle modifications to project scope, schedule, or resources. Ensure that changes are properly documented, evaluated, and approved.
  10. Performance Metrics and KPIs: Define key performance indicators (KPIs) and metrics to measure project success. Regularly assess and evaluate project performance against these metrics to identify areas for improvement.
  11. Continuous Improvement Culture: Foster a culture of continuous improvement. Encourage feedback, conduct lessons learned sessions, and use insights from completed projects to enhance project management processes and practices.
  12. Legal and Regulatory Compliance: Ensure that project management processes comply with relevant legal and regulatory requirements. This is particularly important in industries with strict compliance standards.
  13. Stakeholder Engagement: Develop strategies for effective stakeholder engagement. Identify and involve key stakeholders throughout the project life cycle to ensure their input and support.
  14. Documented Processes and Standards: Document standardized project management processes, methodologies, and standards. This documentation serves as a reference for project managers and ensures consistency across projects.
  15. Training and Onboarding Programs: Implement training and onboarding programs for new team members and project managers. Ensure that everyone involved in project work understands the organization’s project management approach.

This environment is sometimes referred to as the “project environment” or the “project management environment”.

The term “project environment” or “project management environment” refers to the set of conditions, resources, structures, and processes that surround and influence the management and execution of projects within an organization. It encompasses the internal and external factors that impact how projects are planned, executed, monitored, and controlled. Establishing a conducive project environment involves aligning these elements to support effective and efficient project management. A well-defined project environment contributes to the success of projects by providing the necessary infrastructure, support, and guidance for project teams to deliver their objectives. It also enables organizations to adapt to changes, learn from experiences, and continuously improve their project management practices. The project environment includes various elements, such as:

  1. Organizational Culture: The prevailing values, beliefs, and norms within the organization that shape how projects are approached and executed.
  2. Leadership and Governance: The roles, responsibilities, and decision-making structures that guide project management activities. This includes the support and commitment of executive leadership.
  3. Resource Availability: The availability of human, financial, and material resources needed for project execution. This involves resource allocation and management processes.
  4. Communication Structures: The formal and informal channels for communication within the organization. Effective communication is crucial for project success.
  5. Project Management Policies and Standards: The documented policies, methodologies, and standards that guide project management practices. This ensures consistency and adherence to best practices.
  6. Project Management Office (PMO): If present, the PMO plays a key role in providing oversight, support, and governance for project management activities across the organization.
  7. Technology and Tools: The tools, software, and technology used for project planning, scheduling, collaboration, and reporting.
  8. Stakeholder Relationships: The relationships with internal and external stakeholders who have an interest or influence on the project. Managing stakeholder expectations is critical.
  9. Legal and Regulatory Environment: The legal and regulatory requirements that projects must comply with, which can vary depending on the industry and geographical location.
  10. Market Conditions: External market factors, competition, and economic conditions that may impact project delivery and success.
  11. Risk Management Practices: The processes and methodologies in place for identifying, assessing, and managing risks associated with project activities.

The project management environment can vary from one organization to another.

The project management environment can indeed vary significantly from one organization to another. Several factors contribute to this variation, including organizational culture, industry, leadership style, size, and historical experiences. Given these variations, it’s common for organizations to tailor their project management approaches to fit their specific context and needs. This adaptability allows organizations to be more effective in managing projects within the constraints and opportunities of their unique project management environments. Let’s explore some of the key aspects that contribute to the diversity in project management environments:

  1. Organizational Culture: The values, norms, and beliefs within an organization shape its culture. Some organizations may have a culture that values innovation, flexibility, and collaboration, influencing how projects are approached. Others may have a more structured and risk-averse culture.
  2. Industry and Sector Differences: The industry in which an organization operates has a profound impact on its project management environment. For example, the project management practices in a technology startup may differ significantly from those in a government agency or a construction company.
  3. Leadership Style: The leadership style of top executives and project sponsors can influence the project management approach. Transformational leaders may encourage creativity and adaptability, while more directive leaders may emphasize strict adherence to plans and procedures.
  4. Organizational Size and Structure: The size and structure of an organization play a role in determining its project management environment. Larger organizations may have more formalized processes, specialized roles, and dedicated project management offices (PMOs), while smaller organizations may adopt a more agile and informal approach.
  5. Historical Project Performance: Previous project experiences, successes, and failures shape an organization’s approach to project management. Lessons learned from past projects can lead to the adoption of specific methodologies, best practices, and risk management strategies.
  6. Market and Competitive Pressures: Organizations operating in competitive markets may prioritize speed, adaptability, and innovation in project delivery. Those in more stable markets may focus on efficiency, long-term planning, and risk mitigation.
  7. Technology Adoption: The level of technology adoption influences the tools and software used for project management. Some organizations may embrace the latest project management software and digital tools, while others may rely on traditional methods.
  8. Risk Tolerance: The organization’s tolerance for risk affects decision-making and project management practices. Some organizations may be risk-averse and prefer a cautious approach, while others may be more willing to take calculated risks to achieve strategic goals.
  9. Customer and Stakeholder Expectations: Meeting customer needs and managing stakeholder expectations are critical considerations. Different organizations may have varying levels of emphasis on customer satisfaction and stakeholder engagement in their project management approaches.
  10. Geographical and Cultural Factors: Organizations operating in different regions or countries may face unique challenges related to cultural differences, legal requirements, and project execution methods.

Before starting to formalize project management in an organization, the organization should assess the types, size, frequency and complexity of current and future projects.

Conducting a thorough assessment of the types, size, frequency, and complexity of current and future projects is a critical step before formalizing project management in an organization. This assessment provides valuable insights that can inform the development of appropriate project management processes, methodologies, and support structures. By conducting a comprehensive assessment, organizations can tailor their project management approach to fit the specific characteristics and demands of their projects. This proactive approach helps in establishing a project management framework that is both effective and efficient, enhancing the likelihood of successful project delivery. Additionally, it allows organizations to prioritize improvements based on the unique challenges and opportunities presented by their project portfolio. Here are key considerations in this assessment:

  1. Types of Projects: Identify the various types of projects that the organization undertakes. Projects can vary widely, such as software development projects, construction projects, marketing campaigns, product launches, research initiatives, etc. Understanding the diversity of projects helps tailor project management processes to specific needs.
  2. Size of Projects: Assess the size of projects in terms of scope, budget, and resource requirements. Larger projects may require more formalized and structured project management processes, while smaller projects may benefit from a more agile and flexible approach.
  3. Frequency of Projects: Determine how frequently projects are initiated and completed within the organization. High project frequency may require streamlined and efficient project management processes to handle a continuous flow of initiatives.
  4. Complexity of Projects: Evaluate the complexity of projects in terms of technical requirements, dependencies, and stakeholder involvement. Complex projects may necessitate a more robust project management approach with emphasis on risk management, communication, and coordination.
  5. Resource Availability: Assess the availability of resources, including skilled personnel, budget, and technology. Understanding resource constraints and capabilities is crucial for planning and allocating resources effectively across projects.
  6. Risk Profile: Analyze the risk profile of current and future projects. Consider the potential risks and uncertainties associated with each project and develop strategies to mitigate and manage these risks.
  7. Stakeholder Analysis: Identify key stakeholders for each project, including internal and external parties. Understanding stakeholder expectations and communication needs is essential for effective project management.
  8. Organizational Readiness: Evaluate the organization’s current state of readiness for formalized project management. This includes assessing the existing project management knowledge, skills, and processes within the organization.
  9. Strategic Alignment: Ensure that the projects align with the organization’s strategic objectives. Projects should contribute to the overall goals and mission of the organization.
  10. Technology and Tools: Assess the technology and tools currently used for project management. Determine whether the existing tools meet the organization’s needs or if new tools are required to support formalized project management.

Before starting to formalize project management in an organization, the organization should assess positive versus negative impact on the organization, including the impacts on the strategic objectives, vision, mission and other organizational considerations.

Conducting a thorough impact assessment is a crucial step before formalizing project management in an organization. This assessment helps in understanding the potential positive and negative effects that formalizing project management may have on various aspects of the organization. By conducting a comprehensive impact assessment, organizations can make informed decisions about whether and how to formalize project management. This assessment helps in identifying potential challenges, mitigating risks, and maximizing the positive impact on the organization’s overall success and strategic objectives. Here are key considerations in assessing the impact:

  1. Alignment with Strategic Objectives: Evaluate how formalizing project management aligns with the organization’s strategic objectives. Determine whether the adoption of formal project management practices supports or hinders the achievement of these strategic goals.
  2. Contribution to Vision and Mission: Consider how formal project management contributes to the organization’s vision and mission. Assess whether it enhances the organization’s ability to fulfill its long-term vision and mission.
  3. Organizational Culture: Examine the impact on organizational culture. Formalizing project management may introduce changes in the way work is planned, executed, and monitored. Assess whether these changes align with the existing organizational culture or if adjustments are needed.
  4. Employee Morale and Engagement: Evaluate the potential impact on employee morale and engagement. Changes in project management processes may affect how teams collaborate, communicate, and work together. Assess whether the changes are likely to have a positive or negative impact on team dynamics.
  5. Efficiency and Effectiveness: Consider how formalized project management processes may impact the efficiency and effectiveness of project delivery. Assess whether the organization expects improvements in project outcomes, timelines, and resource utilization.
  6. Risk Management: Evaluate the impact on risk management. Determine whether formalizing project management practices enhances the organization’s ability to identify, assess, and mitigate risks, or if it introduces new risks.
  7. Resource Allocation and Utilization: Assess how formal project management impacts the allocation and utilization of resources, including human resources, budget, and technology. Ensure that the changes align with the organization’s resource management goals.
  8. Client and Stakeholder Relationships: Consider the impact on client and stakeholder relationships. Formal project management practices may influence how the organization interacts with clients and stakeholders. Assess whether these changes contribute to positive relationships.
  9. Competitive Advantage: Evaluate whether formalizing project management provides a competitive advantage. Assess how the organization’s ability to deliver projects on time, within budget, and meeting quality standards impacts its competitiveness in the market.
  10. Adaptability to Change: Assess the organization’s adaptability to change. Consider whether the organization is ready to embrace and implement formal project management practices, and how it can manage potential resistance to change.
  11. Regulatory and Compliance Implications: Consider any regulatory or compliance implications. Ensure that formal project management aligns with industry regulations and standards that the organization must adhere to.

Before starting to formalize project management in an organization, the organization should assess preparing the organization for the implementation of project management, including human resource requirements and necessary organizational structure, systems and process changes.

preparing the organization for the implementation of project management is a crucial step before formalizing project management practices. This involves assessing the organization’s readiness and making necessary changes to support the successful adoption of project management. By thoroughly preparing the organization for the implementation of project management, the likelihood of success is increased, and potential challenges can be addressed proactively. This preparation ensures that the organization is equipped with the necessary human resources, structures, systems, and processes to embrace and effectively implement formal project management practices. Here are key considerations in preparing the organization:

  1. Human Resource Requirements:Assess the skills and competencies of existing staff. Identify any gaps in project management knowledge and skills. Determine if additional training, hiring, or reassignment of personnel is needed to meet the demands of formal project management.
  2. Training and Development: Develop a comprehensive training and development plan. This includes training programs for project managers and team members on project management methodologies, tools, and best practices. Consider partnering with external training providers if necessary.
  3. Leadership Development: Provide leadership development programs for managers and executives to ensure they understand and support the principles of project management. This involves fostering a project-oriented culture at all levels of the organization.
  4. Organizational Structure: Evaluate the existing organizational structure to determine if it supports or hinders effective project management. Consider the creation of a dedicated Project Management Office (PMO) or the adjustment of existing structures to better align with project management needs.
  5. Project Management Office (PMO): If applicable, establish a PMO or enhance its capabilities. A PMO can provide centralized oversight, support, and guidance for project management activities. Determine the scope, functions, and authority of the PMO within the organization.
  6. Systems and Tools: Assess the current project management systems and tools in use. Determine if the existing tools meet the organization’s needs or if upgrades or new tools are required. Ensure that the selected tools align with the organization’s processes.
  7. Process Changes: Identify the necessary changes to existing processes to align them with formal project management methodologies. This may include changes in how projects are initiated, planned, executed, monitored, and closed. Ensure that the processes are well-documented and communicated to all stakeholders.
  8. Communication Plan: Develop a communication plan to inform employees about the upcoming changes. Clearly communicate the reasons for adopting formal project management, the benefits it brings, and the expected impact on daily operations.
  9. Change Management Strategy: Implement a change management strategy to address potential resistance and ensure a smooth transition. This involves engaging employees, addressing concerns, and creating a supportive environment for change.
  10. Resource Allocation and Budgeting: Allocate the necessary resources, including budget, for the implementation of project management. Consider the costs associated with training, tool implementation, and any changes in organizational structure.
  11. Performance Metrics: Define key performance indicators (KPIs) to measure the success of the project management implementation. Regularly assess and evaluate performance against these metrics to identify areas for improvement.
  12. Pilot Programs: Consider implementing pilot programs to test the effectiveness of the new project management processes and tools. Gather feedback from participants to make adjustments before full-scale implementation.
  13. Continuous Improvement Mechanisms: Establish mechanisms for continuous improvement. Encourage feedback from project teams and stakeholders, and use lessons learned to refine and enhance project management practices over time.

Before starting to formalize project management in an organization, the organization should assess impacts on customers and other stakeholders.

Assessing the impacts on customers and other stakeholders is a critical step before formalizing project management in an organization. Understanding how the changes will affect those who are directly or indirectly involved in or affected by the projects is essential for successful implementation. By conducting a thorough assessment of impacts on customers and stakeholders, organizations can proactively address concerns, manage expectations, and ensure that the formalization of project management aligns with the needs and preferences of those involved or affected by the projects. This customer-centric approach enhances the likelihood of successful implementation and positive outcomes for all stakeholders. Here are key considerations for assessing impacts on customers and stakeholders:

  1. Customer Expectations: Identify and understand the expectations of customers. Assess how formalized project management practices might influence the delivery of products or services, timelines, and overall customer satisfaction.
  2. Stakeholder Engagement: Evaluate how formalized project management will impact the engagement and involvement of stakeholders. Consider the needs and expectations of both internal and external stakeholders, including employees, suppliers, partners, and regulatory bodies.
  3. Communication Requirements: Assess the communication requirements of customers and stakeholders. Determine how project information will be communicated, including project status updates, changes, and milestones. Ensure that communication channels are effective and meet stakeholder needs.
  4. Impact on Project Delivery Timeframes: Understand how the formalization of project management may impact project delivery timeframes. Consider whether there will be changes in project initiation, planning, execution, and closure that might affect project timelines and deadlines.
  5. Quality of Deliverables: Consider the impact on the quality of project deliverables. Evaluate how formal project management processes might influence the standards and quality control measures in place to ensure that products or services meet or exceed customer expectations.
  6. Cost Implications: Assess how formalized project management might impact project costs. Consider whether changes in project management practices will have cost implications for the organization and whether these changes align with customer expectations.
  7. Risk Management and Mitigation: Evaluate how formal project management will impact the organization’s ability to identify, assess, and mitigate risks. Consider the potential impact on stakeholders if risks are not effectively managed.
  8. Flexibility and Adaptability: Assess how formalized project management might affect the organization’s flexibility and adaptability. Consider whether the changes will enhance or hinder the organization’s ability to respond to changes in customer needs or market conditions.
  9. Customer Feedback Mechanisms: Establish or enhance mechanisms for gathering customer feedback. Solicit input from customers on their preferences for project management practices and incorporate this feedback into the implementation plan.
  10. Regulatory and Compliance Considerations: Consider the impact of formalized project management on regulatory and compliance requirements. Ensure that changes align with industry regulations and standards, especially if these have implications for customers or stakeholders.
  11. Customer Relationships: Assess how changes in project management practices might impact customer relationships. Consider whether the changes will enhance transparency, trust, and collaboration with customers or if adjustments are needed to maintain positive relationships.
  12. Training and Support for Customers: Provide any necessary training and support for customers who may be affected by changes in project management practices. Ensure that customers are aware of new processes and can effectively engage with the organization throughout the project lifecycle.

Published by Pretesh Biswas

Pretesh Biswas has wealth of qualifications and experience in providing results-oriented solutions for your system development, training or auditing needs. He has helped dozens of organizations in implementing effective management systems to a number of standards. He provide a unique blend of specialized knowledge, experience, tools and interactive skills to help you develop systems that not only get certified, but also contribute to the bottom line. He has taught literally hundreds of students over the past 5 years. He has experience in training at hundreds of organizations in several industry sectors. His training is unique in that which can be customized as to your management system and activities and deliver them at your facility. This greatly accelerates the learning curve and application of the knowledge acquired. He is now ex-Certification body lead auditor now working as consultancy auditor. He has performed hundreds of audits in several industry sectors. As consultancy auditor, he not just report findings, but provide value-added service in recommending appropriate solutions. Experience Consultancy: He has helped over 100 clients in a wide variety of industries achieve ISO 9001,14001,27001,20000, OHSAS 18001 and TS 16949 certification. Industries include automotive, metal stamping and screw machine, fabrication, machining, assembly, Forging electrostatic and chrome plating, heat-treating, coatings, glass, plastic and rubber products, electrical and electronic equipment, assemblies & components, batteries, computer hardware and software, printing, placement and Security help, warehousing and distribution, repair facilities, consumer credit counseling agencies, banks, call centers, etc. Training: He has delivered public and on-site quality management training to over 1000 students. Courses include ISO/TS -RAB approved Lead Auditor, Internal Auditing, Implementation, Documentation, as well as customized ISO/TS courses, PPAP, FMEA, APQP and Control Plans. Auditing: He has conducted over 100 third party registration and surveillance audits and dozens of gap, internal and pre-assessment audits to ISO/QS/TS Standards, in the manufacturing and service sectors. Other services: He has provided business planning, restructuring, asset management, systems and process streamlining services to a variety of manufacturing and service clients such as printing, plastics, automotive, transportation and custom brokerage, warehousing and distribution, electrical and electronics, trading, equipment leasing, etc. Education & professional certification: Pretesh Biswas has held IRCA certified Lead Auditor for ISO 9001,14001 and 27001. He holds a Bachelor of Engineering degree in Mechanical Engineering and is a MBA in Systems and Marketing. Prior to becoming a business consultant 6 years ago, he has worked in several portfolios such as Marketing, operations, production, Quality and customer care. He is also certified in Six Sigma Black belt .

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