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GB/T 37507-2025 English PDF

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GB/T 37507-2025: Project, programme and portfolio management - Guidance on project management
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GB/T 37507: Evolution and historical versions

Standard IDContents [version]USDSTEP2[PDF] delivered inStandard Title (Description)StatusPDF
GB/T 37507-2025English1074 Add to Cart 8 days [Need to translate] Project, programme and portfolio management - Guidance on project management Valid GB/T 37507-2025
GB/T 37507-2019English644 Add to Cart 5 days [Need to translate] Guidance on project management Valid GB/T 37507-2019

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Basic data

Standard ID GB/T 37507-2025 (GB/T37507-2025)
Description (Translated English) Project, programme and portfolio management - Guidance on project management
Sector / Industry National Standard (Recommended)
Classification of Chinese Standard A02
Classification of International Standard 03.100.40
Word Count Estimation 54,530
Date of Issue 2025-03-28
Date of Implementation 3/28/2025
Older Standard (superseded by this standard) GB/T 37507-2019
Issuing agency(ies) State Administration for Market Regulation, China National Standardization Administration

GB/T 37507-2025: Project, programme and portfolio management - Guidance on project management

---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.
ICS 03.100.40 CCSA02 National Standard of the People's Republic of China Replaces GB/T 37507-2019 Project, Programme and Portfolio Management Project Management Guide (ISO 21502.2020,IDT) Released on 2025-03-28 2025-03-28 Implementation State Administration for Market Regulation The National Standardization Administration issued

Table of contents

Preface VII Introduction VIII 1 Scope 1 2 Normative references 1 3 Terms and Definitions 1 4 Project Management Concepts 4 4.1 Overview 4 4.1.1 Overview 4 4.1.2 Item 5 4.1.3 Project Management 5 4.2 Background 6 4.2.1 Impact of project background 6 4.2.2 Organizational strategies and projects 6 4.2.3 Customer and supplier perspectives 7 4.2.4 Project Constraints 7 4.2.5 Standalone projects, programmes or projects that form part of a portfolio 7 4.3 Project Governance 8 4.3.1 Governance Framework 8 4.3.2 Business case 8 4.4 Project Life Cycle 9 4.5 Project Organization and Roles 9 4.5.1 Project Organization 9 4.5.2 Sponsoring organization10 4.5.3 Project Committee11 4.5.4 Promoter 11 4.5.5 Project Assurance 11 4.5.6 Project Manager 11 4.5.7 Project Office12 4.5.8 Work Package Leader 12 4.5.9 Project Team Members 13 4.5.10 Stakeholders13 4.5.11 Other roles 13 4.6 Capacity of project personnel 13 5 Prerequisites for Formal Implementation of Project Management 14 5.1 Overview 14 5.2 Considerations for implementing project management 14 5.3 Continuous Improvement of the Project Management Environment 14 5.4 Alignment with organizational processes and systems 15 6 Comprehensive Project Management Practice 15 6.1 Overview 15 6.2 Pre-project activities 16 6.3 Monitoring Project 17 6.4 Guidance Project 17 6.5 Start Project 17 6.5.1 Overview 17 6.5.2 Project Team Mobilization 17 6.5.3 Project governance and management methods 17 6.5.4 Preliminary project demonstration 18 6.5.5 Preliminary project planning 18 6.6 Control Items 18 6.6.1 Overview 18 6.6.2 Continuous Demonstration 18 6.6.3 Managing Project Performance 18 6.6.4 Managing the Startup and Closure of Project Phases 19 6.6.5 Managing the initiation, progress and closure of work packages 19 6.7 Management Delivery 20 6.8 Closure or termination of project 20 6.9 Post-project activities 21 7 Project Management Practice 21 7.1 Overview 21 7.2 Project Planning and Management 22 7.2.1 Overview 22 7.2.2 Make a plan 22 7.2.3 Monitoring plan 23 7.3 Revenue Management 23 7.3.1 Overview 23 7.3.2 Identifying and Analyzing Benefits 23 7.3.3 Monitoring revenue 24 7.3.4 Maintaining Profits24 7.4 Scope Management 24 7.4.1 Overview 24 7.4.2 Definition of scope 24 7.4.3 Control scope 24 7.4.4 Confirm scope delivery 24 7.5 Resource Management 25 7.5.1 Overview 25 7.5.2 Planning project organization 25 7.5.3 Team Building 25 7.5.4 Team Building 25 7.5.5 Management Team25 7.5.6 Planning, managing and controlling physical resources 26 7.6 Progress Management 26 7.6.1 Overview 26 7.6.2 Estimating Activity Duration 26 7.6.3 Developing a schedule 26 7.6.4 Control schedule 27 7.7 Cost Management 27 7.7.1 Overview 27 7.7.2 Estimating costs 27 7.7.3 Budgeting 27 7.7.4 Controlling costs 28 7.8 Risk Management 28 7.8.1 Overview 28 7.8.2 Identifying risks 28 7.8.3 Assessing Risks 28 7.8.4 Dealing with risks 28 7.8.5 Controlling Risks 29 7.9 Problem Management 29 7.9.1 Overview 29 7.9.2 Identification Problem 29 7.9.3 Solving Problem 29 7.10 Change Control Management 29 7.10.1 Overview 29 7.10.2 Establish a change control framework30 7.10.3 Identify and evaluate change requests 30 7.10.4 Implementation of planning change applications 30 7.10.5 Implementing and closing change requests 30 7.11 Quality Management 30 7.11.1 Overview 30 7.11.2 Planning Quality 31 7.11.3 Quality Assurance 31 7.11.4 Quality control 31 7.12 Stakeholder Management 32 7.12.1 Overview 32 7.12.2 Identifying stakeholders32 7.12.3 Managing stakeholders32 7.13 Communication Management 32 7.13.1 Overview 32 7.13.2 Planning and Communication 32 7.13.3 Distribution Information 33 7.13.4 Monitoring communication impact 33 7.14 Organizational Change Management 33 7.14.1 Overview 33 7.14.2 Identifying the need for change 33 7.14.3 Implementing organizational change 34 7.15 Project reporting management 34 7.15.1 Overview 34 7.15.2 Planning project report 34 7.15.3 Management project reporting 34 7.15.4 Submitting written reports34 7.16 Information and Document Management 34 7.16.1 Overview 34 7.16.2 Identifying information to be managed 35 7.16.3 Storing and retrieving information and documents 35 7.17 Procurement Management 35 7.17.1 Overview 35 7.17.2 Planning and Procurement 35 7.17.3 Evaluation and selection of suppliers 35 7.17.4 Management contracts35 7.17.5 Closing a Contract36 7.18 Lessons Learned Management 36 7.18.1 Overview 36 7.18.2 Identifying lessons learned 36 7.18.3 Sharing experiences and lessons learned 36 Appendix A (Informative) Practice-based Project Management Process 37 References 42

Foreword

This document is in accordance with the provisions of GB/T 1.1-2020 "Guidelines for standardization work Part 1.Structure and drafting rules for standardization documents" Drafting. This document replaces GB/T 37507-2019 "Project Management Guidelines". Compared with GB/T 37507-2019, except for structural adjustments and editing In addition to the functional changes, the main technical changes are as follows. a) the name of the standard was changed from "Project Management Guide" to "Project, Programme and Portfolio Management Guide"; b) The concept of project management has been changed to include the supervision and guidance activities of the sponsoring organization related to the project (see Section 6 Chapter 3 of the.2019 edition); c) Added the terms "benefits" and "outcomes" (see 3.2 and 3.13) and their related contents (see Chapters 4, 5, 6 and 7); d) Added the organizational context factors of the project (see 4.2); e) Added roles and responsibilities for the project organization (see 4.5); f) Added descriptions of creating a project environment conducive to success (see 4.2 and 4.3), project life cycle, decision points and key nodes, etc. (see 4.4); g) Added description of pre-project and post-project activities (see Chapter 6); h) Added project management practices (see Chapter 7); i) The content format has changed from a process-based description to a practical and factual description (see Chapter 7,.2019 Edition). Chapter 4). This document is an equivalent to ISO 21502.2020 “Project, programme and portfolio management – Guidelines for project management”. Please note that some of the contents of this document may involve patents. The issuing organization of this document does not assume the responsibility for identifying patents. This document is proposed and coordinated by the National Project Management Standardization Technical Committee (SAC/TC343). This document was drafted by. China Aviation Technology Research Institute, China Association for Standardization, Weibozhili (Beijing) Management Consulting Co., Ltd., Commercial Aircraft Corporation of China, Ltd., National Marine Standards and Metrology Center, Shandong Provincial Institute of Standardization, Zhejiang Yangtze River Delta Public Service Standards Standardization Research Institute, China Railway Construction Group Co., Ltd., China Post Construction Consulting Co., Ltd., Huixiang Tiandi Management Consulting (Beijing) Co., Ltd., China Southern Power Grid Co., Ltd. Ultra-high Voltage Transmission Company Electric Power Research Institute, Guangzhou Electric Power Design Institute Co., Ltd., Anhui Xingbo Yuanshi Information Technology Co., Ltd., Guangzhou Yijing Planning and Design Co., Ltd., Guangdong Nantong Construction Engineering Co., Ltd., Shanghai Qinghui Management Consulting Co., Ltd., Beijing Zhixing Taolue Management Consulting Co., Ltd., Hainan Time-honored Brand Enterprise Association, Zhongguancun Jujia Technology Evaluation Institute, Guizhou Li College of Engineering, Inspur Electronic Information Industry Co., Ltd., Beijing Dexin Yongdao Information Technology Service Co., Ltd., iFlytek Co., Ltd. Company, Baotou Big Data Center, Inner Mongolia Autonomous Region. The main drafters of this document are. Zeng Xiange, Yu Biao, Wu Feng, Lü Juan, Wei Bo, Jia Baoshan, Hu Bosong, Liu Zinan, Xiao Yang, Fu Yaqing, Fu Yongkang, Shen Xiaobin, Chen Yan, He Xiaomin, Zhang Jinghui, Sun Cheng, He Siyu, Zhang Yange, Zhou Jin, Liu Shaoqing, Liu Zhiqiang, Xie Shujuan, Zhang Huan, Guo Lei, Qi Qinghua, Wang Yubin, Peng Shi, Li Jia, Liang Zheng, Chen Yizhou, Hu Daming, Jin Tao, Tan Zhanpeng, He Jianyu, Dong Rongmei, Zhang Bichao, Peng Tao, Xu Xingui, Shi Jun, Yang Quan, Wu Jiangfeng, Li Gohui, and Wang Zhiming. The previous versions of this document and the documents it replaces are as follows. ---First published in.2019 as GB/T 37507-2019, equivalent to ISO 21500.2012 "Guidelines for Project Management"; ---This is the first revision.

Introduction

ISO 21502.2020, Project, programme and portfolio management, guideline for project management, replaces ISO 21500.2012, Project management ISO 21500 standard numbers are used separately. This document provides guidance on project management concepts and practices that are essential to the successful delivery of projects and It will have an impact on the successful delivery of the project. The intended audience for this document include but are not limited to. a) Executive management and senior management. This document is intended to help them better understand project management and to Provide appropriate support and guidance to those who are affected; b) individuals involved in the governance, direction, assurance, review and management of the project, such as the sponsor, project committee, auditors and project manager; c) Project managers and project team members, this document provides a common basis for understanding, executing, comparing, evaluating, and communicating their projects. The practical methods used in the project; d) Developer of industry or organizational project management standards, processes and methods. Additionally, this document may be useful to individuals involved in supporting. a) portfolio and programme governance, direction and management; b) project teams, programme and project offices or similar organisational structures; c) academic research in project, programme and portfolio management; d) Functions related to project management, such as finance, accounting, human resource management, procurement and legal affairs. Project, Programme and Portfolio Management Project Management Guide

1 Scope

This document provides guidance on project management and is applicable to any purpose, transaction, or project management of government organizations, enterprises, institutions, and social groups. payment method, life cycle model used, complexity, size, cost, or duration of the project. Note. Delivery methods can be a variety of methods or processes appropriate to the type of output, such as predictive, incremental, iterative, adaptive, or hybrid, including agile. method. This document provides a high-level description of practices that are considered to work well and produce good results in the context of project management. Guidance on programme or portfolio management is not provided. Topics relating to general management are described only in the context of project management.

2 Normative references

This document has no normative references.

3 Terms and definitions

The following terms and definitions apply to this document. 3.1 Baseline Baseline A comparative reference for monitoring and controlling performance. [Source. ISO /T R21506.2018,3.5] 3.2 benefit Advantages, value or other positive impact created. [Source. ISO /T R21506.2018,3.6] 3.3 Business case written justification supporting commitment decisions for a project (3.20), programme (3.18) or portfolio (3.15) [Source. ISO /T R21506.2018,3.8] 3.4 Change request Documentation of proposed changes to an item (3.20). [Source. ISO /T R21506.2018,3.10] 3.5

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