PM FrameWork: Module 3

Lesson 3

PMBOK Guide Part II. Ch. 2

Pages 19-41

Topics

2. Organizational influence and Project Lifecycle

2.1. Organizational influence on project management

2.1.1 Organizational culture and styles

2.1.2 Organizational communication

2.1.3 Organizational structure

2.1.4 Organizational process assets

2.1.5 Enterprise Environmental Factors

2.2 Project Stakeholders and Governances

2.2.1 Project Stakeholders

2.2.2 Project Governance

2.2. 3 Projects success

2.3 Project Team

2.4 Project lifecycle

2.4.1 Characteristics of project lifecycle

2. Organizational influence on Project Lifecycle

• Projects are carried out in a larger environment than that of their own.

• The broader environment may affect the projects in areas of:

• Staffing, • Managing, and • Executing the project.

2. Organizational influence on Project Lifecycle

The following aspects of an organization can influence PM activities:

1. Organizational Culture and Style

2. Organizational Communication

3. Organizational Structure

4. Organizational Process Assets

5. Enterprise Environmental Factors

2.1.1Organizational Culture and Style

• Organization: Systematic arrangement of entities (persons and/or departments) aimed at achieving a purpose.

• Culture: Norms developed by a group over time.


What includes organizational culture


Organizational Culture include:• Shared visions, mission, values, and expectations• Regulations, methods, policies, and procedures • Motivation and rewards system • Risk tolerance • Leadership, hierarchy, and authority relationship • Code of conduct, work ethics, and work hours• Operating environment

E.g. as a PM you need to know who is decision maker in an org and work closely with that person.

2.1.1Organizational Communication

Organizational communication system plays an important role towards the success of a project

Project managers spend 90% of their time communicating

Communication is important in decision making throughout the project

2.1.3 Influence of Organizational structure on projects:

Functional

Role of project manager is either that of

coordinator or expeditor

Expeditor: works as a staff assistant

and communication coordinator. Cannot make

decision

Coordinator:Can enforce some

decision, have some authority, and report to higher level managers


Weak Matrix

Role of project manager is either that of

coordinator or expeditor

Expeditor: works as a staff assistant

and communication coordinator. Cannot make

decision

Coordinator:Can enforce some

decision, have some authority, and report to higher level managers


Balanced Matrix


Strong Matrix


Projectized


Composite

2.1.3 Influence of Organizational structure on projects

2.1.4 Organizational Process Assets

• OPA refers to all the plans, process, polices, procedures, and knowledge specific to an organization.

• OPA can be divided into two categories:

1. Processes and procedures

2. Cooperate Knowledge Base


1. Processes and procedures include documents related to the following:

• Initiation • planning • Executing,• monitoring & controlling • Closing


2. Cooperate Knowledge Base include:

• Configuration management information

• Lesson learned• Financial data• Issue and defect Mgmt data• Project files for previous projects


Enterprise environmental factors refer to conditions, not under the control of the project team

Enterprise environmental factors include, but are not limited to:

• Organizational culture, structure, and governance;• Geographic distribution of facilities and resources;• Government or industry standards Infrastructure • Existing human resources


Continued…

• Personnel administration • Company work authorization systems;• Marketplace conditions;• Stakeholder risk tolerances;• Political climate;• Organization’s established communications

channels;• Project management information system (e.g., an

automated tool, such as a scheduling software tool

2.2 Project Stakeholders and Governance

• A stakeholder is an individual, group, or organization who may affect, be affected, or perceive itself to be affected by a decision, activity or outcome of the project.

• Stakeholders may or may not be directly involved in the project

Watch for ‘Preceive itself to be affected’.

2.2.1 Project Stakeholders• Project Stakeholders include all the members of

the project team, and all the interested entities inside and outside the organization.

• Stakeholders can be involved in the project at different levels

• Some common stakeholders are:

Sponsor, users, customers, functional managers, and business partners


• Governance relates to consistent management, policies, processes, and decisions rights for a given area of responsibility

• Project governance is the management framework within which project decisions are made.


Elements of project governance are:

• Project success criteria • Process to resolve issues arising during project• Relationship b/w the project team, organization,

and stakeholders• Project decision making process• Process for phase review • Process for review and changing project budget,

scope and time.

Why Project Governance?

As a project manager you have to keep

the project governance in mind and

come up with best approach to

successfully implement the project.

2.2.3 Project Team

Project team is a group of individuals who act together to achieve project objects and include the followings:

• Project management staff (carrying the management tasks)

• Project staff (carrying the actual work)• Supporting experts• User or customer representatives• Sellers• Business partners

Project Team members can be dedicated or par time

2.2.4 Project Life Cycle

A project life cycle is the series of phases that a project passes through from its initiation to its closure.

• The names and number of phases is based on management and control needs of the organization, nature of project and the application area

• Project phases can also be determined based on financial availability, milestone achievements, and intermediate results

• The number of phases and their nature can be documented in project management methodology of a particular organization

2.2.4 Project Life Cycle Continued…

• The life cycle provides the basic framework for managing the project

• Project life cycles can range along a continuum from predictive (plan-driven) approaches at one end to adaptive (change-driven) approaches at the other.

• In a predictive life cycle, the product and deliverables are defined at the beginning of the project and any changes to scope are carefully managed. E.g Waterfall

• In an adaptive life cycle, the product is developed over multiple iterations and detailed scope is defined for each iteration separately. E.g Agile


• Through out its lifecycle project goes through various phases.

• Common project lifecycle phases are as follow:

• Starting the project• Initiation and planning• Carrying out the work, and • Closing the project

As a project manager, when communicating

with upper level management you

have to talk in terms of project phases not the very details of the

project.


Cost and Staffing is highest at the execution stage


1. Risk is high at the begining and lowers

towards the end.

2. Influencing the charateristic of the

product is less costly at the begining and increases with time

Lesson 2 Wrap Up

2. Organizational influence and Project Lifecycle

2.1. Organizational influence on project management

2.1.1 Organizational culture and styles

2.1.2 Organizational communication

2.1.3 Organizational structure

2.1.4 Organizational process assets


2.2 Project Stakeholders and Governances

2.2.1 Project Stakeholders


2.2. 3 Projects success

2.3 Project Team

2.4 Project lifecycle


PM FrameWork: Module 3

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