2 Flashcards
Refer to conditions, not under the control of the project team, that influence
constrain, or direct the project. These conditions can be internal and/or external to the organization
Enterprise environmental factors (EEFs)
T/F Organizational culture, structure, and governance are internal EEFs
True
T/F Geographic distribution of facilities and resources is not an internal EFF
False
T/F Resource availability is an internal EFF
True
T/F Employee capability is not an internal EFF
False
T/F Marketplace conditions is an external EFF
True
T/F Commercial databases and Academic research are external EFFs
True
T/F Government or industry standards Financial considerations and/or Physical environmental elements aren´t external EFFs
False
They´re the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization.
Organizational process assets (OPAs)
include any artifact, practice, or knowledge from any or all of the performing organizations involved in the
project that can be used to execute or govern the project.
Organizational process assets (OPAs)
include the organization’s lessons learned from
previous projects and historical information.
Organizational process assets (OPAs)
*(Corporate knowledge base is okay too)
OPAs may be grouped into two categories:
Processes, policies, and procedures; and Organizational knowledge bases.
PROCESSES, POLICIES, AND PROCEDURES examples when initiating and planning: (at least have the idea of 2)
- Guidelines and criteria for tailoring
- Specific organizational standards such as policies
- Product and project life cycles, and methods and procedures
- Templates
- Preapproved supplier lists and various types of contractual agreements
PROCESSES, POLICIES, AND PROCEDURES examples when executing, monitoring and controlling: (at least have the idea of 2)
- Change control procedures
- Traceability matrices
- Financial controls procedures
- Issue and defect management procedures
- Resource availability control and assignment management
- Templates
- Product, service, or result verification and validation procedures
PROCESSES, POLICIES, AND PROCEDURES examples when closing: (at least have the idea of 2)
- Project closure guidelines
- Project closure requirements
- project audits, project evaluations
- deliverable acceptance, contract closure
- resource reassignment, and knowledge transfer to production and/or operations
Mention some examples of ORGANIZATIONAL KNOWLEDGE REPOSITORIES:
o Historical information and lessons learned knowledge repositories.
o Financial data repositories.
o Issue and defect management data repositories.
o Data repositories for metrics used to collect and make available measurement data on processes and products.
o Project files from previous projects
Determines the power, influence, interests, competence, and political capabilities of the people who are able to act within the system
Organizational system
The organizational system factors include but are not limited to:
o Management elements,
o Governance frameworks, and
o Organizational structure types
There are several principles regarding systems:
o Systems are dynamic,
o Systems can be optimized,
o System components can be optimized,
o Systems and their components cannot be optimized at the same time, and
o Systems are nonlinear in responsiveness (a change in the input does not produce a predictable change in the output).
Refers to organizational or structural arrangements at all levels of
an organization designed to determine and influence the behavior of the organization’s members
Governance
is the framework within which authority is exercised in organizations.
Governance
Governance framework includes but is not limited to:
- Rules,
- Policies,
- Procedures,
- Norms,
- Relationships,
- Systems, and
- Processes.
Refers to the framework, functions, and processes that guide project management activities in order to create a unique product, service, or result to meet organizational, strategic, and operational goals.
Project governance
Are the components that comprise the key functions or principles of general management in the organization.
Management Elements
The key functions or principles of management include but are not limited to:
o Division of work using specialized skills and availability to perform work.
o Authority given to perform work.
o Responsibility to perform work appropriately assigned based on such attributes as skill and experience.
o Discipline of action (e.g., respect for authority, people, and rules).
o Unity of command (e.g., only one person gives orders for any action or activity to an individual).
o Unity of direction (e.g., one plan and one head for a group of activities with the same objective).
o General goals of the organization take precedence over individual goals.
o Paid fairly for work performed.
o Optimal use of resources.
o Clear communication channels.
o Right materials to the right person for the right job at the right time
Fair and equal treatment of people in the workplace.
o Clear security of work positions.
o Safety of people in the workplace.
o Open contribution to planning and execution by each person
o Optimal morale.
Factors to consider in selecting an organizational structure include but are not limited to:
o Degree of alignment with organizational objectives,
o Specialization capabilities,
o Span of control, efficiency, and effectiveness,
o Clear path for escalation of decisions,
o Clear line and scope of authority,
o Delegation capabilities,
o Accountability assignment,
o Responsibility assignment,
o Adaptability of design,
o Simplicity of design,
o Efficiency of performance,
o Cost considerations,
o Physical locations (e.g., colocated, regional, and virtual), and
o Clear communication (e.g., policies, status of work, and organization’s vision).
It´s an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
Project management office (PMO)
Type of PMO that provide a consultative role to projects by supplying templates, best practices, training, access to information, and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Supportive
Type of PMO that provide support and require compliance through various means. The degree of control provided by the PMO is moderate. Compliance may involve:
- Adoption of project management frameworks or methodologies;
- Use of specific templates, forms, and tools; and
- Conformance to governance frameworks.
Controlling
Type of PMO that take control of the projects by directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high.
Directive
