9-The Environment in which Project Operates Flashcards
Types of Project Influences (based on the nature of the influence)
1-Having positive impact on the project
2-Having negative impact on the project
Two major categories of influences
1- Enterprise Environmental Factors (EEFs) > External/ internal
2-Organizational Process Assets (OPA) > Internal
Projects take place within a …….. or …… not in a ……
Context, Environment, Vacuum
Some enterprise environmental factors are within the control of the project personnel most are not. Ture or false?
True
EEFs may ………. or ………… project management
enhance, constrain
EEFs can be ………. and/or ………. to the organization
internal, external
EEFs may have a ………. or ………. influence on the outcome.
positive, negative
EEF’s Internal to The organization (6)
1-Organizational culture,
structure, and governance
2-Geographic distribution of
facilities and resources
3-Infrastructure
4-information technology
software
5-Resource availability
6-Employee capability
EEF’s External to The organization (8)
1-Market place conditions
2-Social and cultural
influences and issues
3-Legal restrictions
4-Commercial databases
5-Academic research
6-Physical environmental elements
7-Financial considerations
8-Government or industry
standards
OPA may be grouped into two categories of ……….
1-Processes, policies, and procedures
2-Organizational Knowledge bases
Processes, policies, and procedures don’t get ………. as part of the project work, can be …………. only by following
the appropriate organizational policies
updated
OPAs established by ……….
by Project management office (PMO) or another function outside of the project.
Organizational Knowledge bases get updated ……….
throughout the project with project information.
Examples of OPAs
Information on financial performance, lessons learned, performance metrics and issues, and defects
Organizational Structure types
Functional, Matrix, Projectized, Composite
Characteristics of Organizational Structure “Functional”
- Each department is responsible for carrying out a specific, similar set of activities.
- Multiple people perform each type of activity.
- Reporting is hierarchical, with each individual reporting to a
single manager.
The project manager’s authority in Organizational Structure “Functional”
is low, relative to the functional manager’s authority.
Characteristics of Organizational Structure “Matrix”
- A blend of functional and projectized structures in which
individuals report upward in the functional hierarchy, but they
also report horizontally to one or more project managers. - The matrixed reporting scheme may be permanent or
temporary.
The project manager’s authority in Organizational Structure “Matrix”
This structure may be characterized as weak, balanced, or strong, depending
on the relative authority of the project manager to the functional manager. An organization is said to have a strong matrix when the project manager’s authority is higher than that of the functional manager.
Characteristics of Organizational Structure “Projectized”
- The project manager and a core project team operate as a
completely separate organizational unit within the parent organization. - Core team members are responsible for the work of extended team members in their functional area.
- Team members are often co located.
The project manager’s authority in Organizational Structure “Projectized”
- The project manager reports to a program manager and has a significant amount of authority and independence.
- Some projectized organizations may contain their own support systems such as a separate procurement or personnel department, or share support systems with the parent organization.
PM authority in functional organization
Little/Low
PM authority in weak matrix organization
low
PM authority in balanced matrix organization
low to moderate
PM authority in strong matrix organization
Moderate to high
PM authority in projectized organization
High/Total
Resource availability in functional organization
Little/No
Resource availability in weak matrix organization
Low
Resource availability in balanced matrix organization
Low to moderate
Resource availability in strong matrix organization
Moderate to high
Resource availability in projectized organization
High/Total
Budget control in functional organization
Functional manager
Budget control in weak matrix organization
Functional manager
Budget control in balanced matrix organization
Mixed
Budget control in strong matrix organization
PM
Budget control in projectized organization
PM
PM role in functional organization
PT
PM role in functional organization
PT
PM role in functional organization
PT/FT
PM role in functional organization
FT
PM role in functional organization
FT
PM staff in functional organization
PT
PM staff in functional organization
PT
PM staff in functional organization
PT/FT
PM staff in functional organization
FT
PM staff in functional organization
FT
