ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE Flashcards
What does Cultures and styles, also known as cultural norms, include?
The norms include established approaches to initiating and planning projects, the means considered acceptable for getting the work done and recognised authorities who make or influence projects
How organizational culture is shaped?
Organizational culture is shaped by the common experiences of members of the organization and most organizations
have developed unique cultures over time by practice and common usage
What are the typical common experiences that shape the culture?
- Shared visions, mission, values, beliefs, and expectations;
- Regulations, policies, methods, and procedures;
- Motivation and reward systems;
- Risk tolerance;
- View of leadership, hierarchy, and authority relationships;
- Code of conduct, work ethic, and work hours; and
- Operating environments.
What is one of the environmental factors that might influence ability of a project to meet its objectives?
Organisations culture
Why should a Project Manager understand the different organisational styles and cultures?
Because cultures and
styles are learned and shared and may have a strong influence on a project’s ability to meet its objectives. The project manager needs to know which individuals in the organization are the decision makers or
influencers and work with them to increase the probability of project success.
Why is multicultural competence critical for the Project Manager?
Because, in light of globalization, understanding the impact of cultural influences is critical in projects involving diverse
organizations and locations around the world. Culture becomes a critical factor in defining project success
What are the organisational environmental factors that influence project success?
Organizational Cultures and Styles
Organizational Communications
Organizational Structures
What are typical organisational structures?
Organizational structures range from functional to
projectized, with a variety of matrix structures in between.
What is the relevance of organisational structure?
Organizational structure is an enterprise environmental factor, which can affect the availability of resources and
influence how projects are conducted
What are the components of Organisational Process Assets?
(1) Processes and procedures,
2) Corporate knowledge base
What are organisational process assets?
Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific
to and used by the performing organization
What is the use of organisational process assets?
They are used to perform or govern the project. They include artifact, practice, or knowledge from any or all of
the organizations involved in the project. It may also include completed schedules, risk data, and earned
value data
What are the types of knowledge bases that are part of the Process Assets
Knowledge bases include lessons learned
and historical information
Process assets - Initiation and Planning
○○ Guidelines and criteria for tailoring the organization’s set of standard processes and procedures
to satisfy the specific needs of the project;
○○ Specific organizational standards such as policies (e.g., human resources policies, health and
safety policies, ethics policies, and project management policies), product and project life cycles,
and quality policies and procedures (e.g., process audits, improvement targets, checklists, and
standardized process definitions for use in the organization); and
○○ Templates (e.g., risk register, work breakdown structure, project schedule network diagram, and
contract templates).
Process assets under - Executing, Monitoring and Controlling.
-Change control procedures, including the steps by which performing organization standards,
policies, plans, and procedures or any project documents will be modified, and how any changes
will be approved and validated;
○○ Financial controls procedures (e.g., time reporting, required expenditure and disbursement
reviews, accounting codes, and standard contract provisions);
○○ I ssue and defect management procedures defining issue and defect controls, issue and defect
identification and resolution, and action item tracking
○○ Organizational communication requirements (e.g., specific communication technology available,
authorized communication media, record retention policies, and security requirements);
○○ Procedures for prioritizing, approving, and issuing work authorizations;
○○ Risk control procedures, including risk categories, risk statement templates, probability and
impact definitions, and probability and impact matrix; and
○○ Standardized guidelines, work instructions, proposal evaluation criteria, and performance
measurement criteria.;
Closing: process assets
Project closure guidelines or requirements (e.g., lessons learned, final project audits, project
evaluations, product validations, and acceptance criteria).
Corporate knowledge base
• Configuration management knowledge bases containing the versions and baselines of all performing
organization standards, policies, procedures, and any project documents;
• Financial databases containing information such as labor hours, incurred costs, budgets, and any project
cost overruns;
• Historical information and lessons learned knowledge bases (e.g., project records and documents,
all project closure information and documentation, information regarding both the results of previous
project selection decisions and previous project performance information, and information from risk
management activities);
• Issue and defect management databases containing issue and defect status, control information, issue
and defect resolution, and action item results;
• Process measurement databases used to collect and make available measurement data on processes
and products; and
• Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines,
project calendars, project schedule network diagrams, risk registers, planned response actions, and
defined risk impact).
What are Enterprise Environmental Factors
Enterprise environmental factors refer to conditions, not under the control of the project team, that influence,
constrain, or direct the project. Enterprise environmental factors are considered inputs to most planning processes,
may enhance or constrain project management options, and may have a positive or negative influence on the
outcome.
Typical Org environmental factors
Organizational culture, structure, and governance;
• Geographic distribution of facilities and resources;
• Government or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards);
• Infrastructure (e.g., existing facilities and capital equipment);
• Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, legal,
contracting, and purchasing);
• Personnel administration (e.g., staffing and retention guidelines, employee performance reviews and
training records, reward and overtime policy, and time tracking);
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization’s established communications channels;
• Commercial databases (e.g., standardized cost estimating data, industry risk study information, and risk
databases); and
• Project management information system (e.g., an automated tool, such as a scheduling software tool,
a configuration management system, an information collection and distribution system, or web interfaces
to other online automated systems).
Who is a stakeholder?
A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be
affected by a decision, activity, or outcome of a project.
Stakeholders may be actively involved in the project or have
interests that may be positively or negatively affected by the performance or completion of the project
What is project governance?
Project governance—the alignment of the project with
stakeholders’ needs or objectives—is critical to the successful management of stakeholder engagement and
the achievement of organizational objectives.
It provides a
framework in which the project manager and sponsors can make decisions that satisfy both stakeholder needs
and expectations and organizational strategic objectives or address circumstances where these may not be in
alignment.
