1. SECTION 1 THE PROJECT MANAGEMENT FRAMEWORK
PMBOK®
Fourth Edition

2. CHAPTER 2 PROJECT LIFE CYCLE AND ORGANIZATION

3. stakeholders

4. 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

5. 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.

6. stakeholders

7. 2.3 Stakeholders Concepts: Project Team [Members]
Project Management Team
Operations Management
Functional Managers

8. 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.

9. 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

10. Organizational cultures and styles
Organizational influences on
project management
Organizational cultures and styles

11. 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 organization’s
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.

12. 2.4 Organizational Influences on Project Management
Cultures and styles may have a strong influence on a project’s 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.

13. 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.

14. Organizational Structure
Organizational influences on
project management
Organizational Structure

15. 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

16. 2.4 Organizational Influences on Project Management

17. 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.

18. 2.4 Organizational Influences on Project Management

19. 2.4 Organizational Influences on Project Management
Projectized Organization: Key Points
Team members are co-located
Most of the organization’s 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.

20. 2.4 Organizational Influences on Project Management
Projectized Organization: Key Points

21. 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

22. 2.4 Organizational Influences on Project Management

23. 2.4 Organizational Influences on Project Management
Weak Matrix Organization: Key Points
Maintain many of the characteristics of a functional organization
Project Manager’s role is more of a coordinator or expediter than that of a true project manager.

24. 2.4 Organizational Influences on Project Management

25. 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.

26. 2.4 Organizational Influences on Project Management

27. 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

28. 2.4 Organizational Influences on Project Management

29. 2.4 Organizational Influences on Project Management

30. Organizational Process assets
Organizational influences on
project management
Organizational Process assets

31. 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 project’s success.
Examples:
formal and informal plans, policies, procedures, and guidelines.
organization’s 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.

32. 2.4 Organizational Influences on Project Management
Categorization: Organizational process assets may be grouped into two categories: 1. Processes and Procedures >> for conducting work 2. Corporate Knowledge Base >> for storing and retrieving information

33. 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]

34. 2.4 Organizational Influences on Project Management
Processes and Procedures
Guidelines and criteria for tailoring the organization’s 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.

35. 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

36. 2.4 Organizational Influences on Project Management
What is the difference between Enterprise Environmental Factors And Organizational Process Assets ???