SECTION 1 THE PROJECT MANAGEMENT FRAMEWORK

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SECTION 1THE PROJECT MANAGEMENT FRAMEWORK

• PMBOK
• Fourth Edition

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CHAPTER 2PROJECT LIFE CYCLE AND ORGANIZATION
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stakeholders
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2.3 Stakeholders

• Definition
• Stakeholders are
• persons or organizations who are actively
  involved in the project
• or
• whose interests may be positively or negatively
  affected
• by the performance or completion of the project.
  
• Examples of persons or organizations
• customers
• sponsors
• the performing organization
• the public

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2.3 Stakeholders

• Exert influence on the project, its deliverables,
  and the project team members.
• The project management team must
• identify both internal and external
  stakeholders
• in order to determine the
• project requirements and expectations of all
  parties involved.
• Furthermore, the project manager must
• manage the influence of the various stakeholders
  
• in relation to the project requirements to
  ensure a successful outcome.

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stakeholders
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2.3 Stakeholders

• Concepts
• Project Team Members
• Project Management Team
• Operations Management
• Functional Managers

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2.3 Stakeholders

• Stakeholders Responsibility and Authority
• Varying levels when participating on a project
• Change over the course of the project life cycle.
  
• RANGE from occasional contributions to full
  project sponsorship
• Caution! Can have an adverse IMPACT on the
  project objectives.

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2.3 Stakeholders

• Stakeholder Identification
• Stakeholder identification is a continuous
  process
• It can be difficult.
• Identifying stakeholders and understanding their
  relative degree of influence on a project is
  critical. Failure to do so can extend the
  timeline and raise costs substantially.
• Impact of late recognition of a stakeholder

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Organizational cultures and styles
Organizational influences on project management
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2.4 Organizational Influences on Project
Management

• The organizational culture, style, and structure
  influence how projects are performed.
• A project manager should understand these as they
  affect a project.
• An organizations
• degree of project management maturity and
• its project management systems
• can also influence the project.
• When a project involves more than one
  organizations, the project will be influenced all
  of them.
• The organizational culture is an enterprise
  environmental factor.

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2.4 Organizational Influences on Project
Management

• Cultures and styles may have a strong influence
  on a projects ability to meet its objectives.
• Cultures and styles are typically known as
  cultural norms
• The norms include Or What do the cultural
  norms include?
• a common knowledge regarding how to approach
  getting the work done,
• what means are considered acceptable for getting
  the work done, and
• who is influential in facilitating the work
  getting done.
• The project manager must know which individuals
  in the organization are the decision makers and
  work with them to influence project success.

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2.4 Organizational Influences on Project
Management

• Most organizations have developed unique cultures
  that manifest in numerous ways including, but not
  limited to
• Shared visions, values, norms, beliefs, and
  expectations,
• Policies, methods, and procedures,
• View of authority relationships, and
• Work ethic and work hours.
• Detailed study of organizational culture is
  beyond the scope of this course.

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Organizational Structure
Organizational influences on project management
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2.4 Organizational Influences on Project
Management

• Organizational structure is an enterprise
  environmental factor
• Why it is important to by understood?
• It affect the availability of resources and
  influence how projects are conducted.
• What are the different types of structures?
• Organizational structures range from functional
  to projectized, with a variety of matrix
  structures between them.
• Functional Structure
• Matrix Structures Weak, Balanced, and Strong
• Projectized Structure

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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management

• Functional Organization Key Points
• Each employee has one clear superior Unity of
  Command
• Employees are grouped by specialty Finance, HR,
  Marketing etc
• Each department will do its project work
  independent of other department.

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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management

• Projectized Organization Key Points
• Team members are co-located
• Most of the organizations resources are involved
  in project work
• Project Managers have great deal of independence
  and authority
• Projectized organizations often have
  organizational units called departments, but
  these groups either report directly to the
  project manager or provide support services to
  the various projects.

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2.4 Organizational Influences on Project
Management

• Projectized Organization Key Points

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2.4 Organizational Influences on Project
Management

• Matrix Organizations Advantages and
  Disadvantages
• Matrix Organizations are a blend of functional
  and projectized characteristics.

Advantages Disadvantages
Highly visible project objectives Extra administration is required
Improved project manager control over resources More than one boss for project teams
More support from functional areas More complex to monitor and control
Maximum utilization of scarce resources Tougher problems with resource allocation
Better coordination Need extensive policies and procedures
Better horizontal and vertical dissemination of information Functional manager may have different priorities than project managers
Team members maintain a home Higher potential for conflict
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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management

• Weak Matrix Organization Key Points
• Maintain many of the characteristics of a
  functional organization
• Project Managers role is more of a coordinator
  or expediter than that of a true project manager.

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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management

• Balanced Matrix Organization Key Points
• Balanced Matrix organization recognizes the need
  for a project manager. But it does not provide
  the project manager with the full authority over
  the project and project funding.

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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management

• Strong Matrix Organization Key Points
• Have many of the characteristics of the
  projectized organization
• Can have a full-time project managers with
  considerable authority
• Can have full-time project administrative staff

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2.4 Organizational Influences on Project
Management
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2.4 Organizational Influences on Project
Management
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Organizational Process assets
Organizational influences on project management
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2.4 Organizational Influences on Project
Management

• Definition
• Organizational process assets include any or all
  process related assets, from any or all of the
  organizations involved in the project that can be
  used to influence the projects success.
• Examples
• formal and informal plans, policies, procedures,
  and guidelines.
• organizations knowledge bases such as lessons
  learned and historical information.
• completed schedules, risk data, and earned value
  data.
• Key Points
• Updating and adding to the organizational process
  assets is necessary throughout the project
• Generally, is the responsibility of the project
  team members.

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2.4 Organizational Influences on Project
Management

• Categorization
• Organizational process assets may be grouped into
  two categories
•  1. Processes and Procedures
• gtgt for conducting work
• 2. Corporate Knowledge Base
• gtgt for storing and retrieving information

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2.4 Organizational Influences on Project
Management

• Processes and Procedures
• Organizational standard processes such as
• standards
• policies safety and health, ethics, and project
  management
• standard product and project life cycles
• quality policies and procedures process audits,
  improvement targets, checklists, and standardized
  process definitions for use in the organization
• Standardized guidelines, work instructions,
  proposal evaluation criteria, and performance
  measurement criteria
• Templates risk, work breakdown structure,
  project schedule network diagram, and contract
  templates

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2.4 Organizational Influences on Project
Management

• Processes and Procedures
• Guidelines and criteria for tailoring the
  organizations set of standard processes to
  satisfy the specific needs of the project
• Organization communication requirements
• Project closure guidelines or requirements
• Financial controls procedures
• Issue and defect management procedures
• Change control procedures
• Risk control procedures
• Procedures for prioritizing, approving, and
  issuing work authorizations.

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2.4 Organizational Influences on Project
Management

• Corporate Knowledge Base
• Process measurement databases used to collect
  and make available measurement data on processes
  and products,
• Project files
• Historical information and lessons learned
  knowledge bases
• Issue and defect management databases
• Configuration management knowledge bases
• Financial databases

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2.4 Organizational Influences on Project
Management

• What is the difference between
• Enterprise Environmental Factors
• And
• Organizational Process Assets
• ???