ISO 9000 centres on the following questions: The effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are: Proper quality management can improve business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of litigation. The quality principles in ISO 9000:2000 are also sound, according to Wade and Barnes, who says that "ISO 9000 guidelines provide a comprehensive model for quality management systems that can make any company competitive". Sroufe and Curkovic, (2008) found benefits ranging from registration required to remain part of a supply
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