ISO 9000 centre the concept of process management (the monitoring and optimisation of a company's tasks and activities, instead of just inspection of the final product). The 2000 version also demanded involvement by upper executives in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal was to improve effectiveness via process performance metrics: numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit. ISO 9000 Requirements include: ISO 9001:2008 in essence re-narrates ISO 9001:2000. The 2008 version only introduced clarifications to
ISO 21500 re-designation of ANSI/PMI 99-001-2004): 11/20/2008. ISO plans for this standard (21500) to be the first in a family of project management standards. ISO also designed this standard to align with other, related standards such as ISO 10005:2005 Quality management systems − Guidelines for quality plans, ISO 10006:2003 Quality management systems − Guidelines for quality management in projects, ISO 10007:2003 Quality management systems − Guidelines for configuration management, ISO 31000:2009 Risk management – Principles and guidelines. The process approach to project management developed in the 1980s, largely in Europe. The main focus of this approach is the use of structured processes