PPT1 - CH2 Flashcards
originate from the environment outside of the project and not under the control of the project team
Enterprise Environmental Factors
are internal to the organization and are specific to and used by the performing organization
Internal Organizational Process Assets (OPA’s)
- Organizational culture, structure, and governance
Enterprise Environmental Factors
Internal to the Organization:
- Geographic distribution of facilities and resources
Enterprise Environmental Factors
Internal to the Organization:
- Infrastructure
Enterprise Environmental Factors
Internal to the Organization:
- Information technology software
Enterprise Environmental Factors
Internal to the Organization:
- Resource availability
Enterprise Environmental Factors
Internal to the Organization:
- Employee capability
Enterprise Environmental Factors
Internal to the Organization:
- Market place conditions
Enterprise Environmental Factors
External to the Organization:
- Legal restrictions
Enterprise Environmental Factors
External to the Organization:
- Social and cultural influences and issues
Enterprise Environmental Factors
External to the Organization:
- Commercial databases
Enterprise Environmental Factors
External to the Organization:
- Academic research
Enterprise Environmental Factors
External to the Organization:
- Government or industry standards
Enterprise Environmental Factors
External to the Organization:
- Financial considerations
Enterprise Environmental Factors
External to the Organization:
- Physical environmental elements
Enterprise Environmental Factors
External to the Organization:
- Initiating and planning
Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures
- Executing, monitoring, and controlling
Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures
- Closing
Organizational Process Assets (OPA’s)
Processes, Policies, and Procedures
- Configurations management knowledge (Baselines, etc.)
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
- Financial data (labor hours, incurred cost, consumables cost, etc.)
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
- Metrics data
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
- Historical information and lessons learned knowledge repositories
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
- Issues and defects management data
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
- Project files or documents from previous projects (Scope, cost, schedule, KPI’s, etc.)
Organizational Process Assets (OPA’s)
Organizational Knowledge Repositories
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 typically the responsibility of an organization’s management.
- Systems
operate within the constraints imposed by the organization through their structure and governance framework.
- Projects
Organizational Structure Types (5)
Functional
Divisional
Matrix
Network
Team-based or boundaryless
Influence of the Governance Framework
- Objectives of the organization are set and achieved,
- Risk is monitored and assessed, and
- Performance is optimized.
A design that groups people together on the basis of their common expertise and experience or because they use the same resources
- Functional
A structure in which functions are grouped together according to the specific demands of products, markets, or customers
- Divisional
A structure in which people and resources are grouped in two ways simultaneously: by function and by project or product.
- Matrix
Is a cluster of different organizations whose actions are coordinated by contracts and agreements rather than formal hierarchy of authority
- Network
Is composed of people who are linked by computers, faxes, CAD systems, and video teleconferencing and they may rarely see one another face to face and are not formal member of an organization.
- Team-based or Boundaryless
Authority of types of organizational structure
Functional (centralized) <–> Team-based (decentralized)
organizational setup in which the authority to make important decisions is retained by managers at the top of the hierarchy.
- Centralized
An organizational setup in which the authority to make important decisions about organizational resources and to initiate new projects is delegated to managers at all levels in the hierarchy.
- Decentralized
- is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
Project Management
Effective Project Management helps to:
- Meet business objectives
- Satisfy stakeholder expectations
- Be more predictable
- Increase the chances of success
- Deliver the right products at the right time
- Resolve problems and issues
- Respond to risk in a timely manner
- Optimize the use of organizational resources
- Identify, recover, or terminate failing projects
- Manage constraints
- Balance the influence of constraints
- Manage change in a better manner
- is accomplished through the appropriate application and integration of the project management processes identified for the project.
Project Management
- enables organizations to execute projects effectively and efficiently. (Sec. 1.2.2, PMBOK 6e)
Project Management
Poorly managed projects may result in (Sec. 1.2.2, PMBOK 6e):
- Missed deadlines,
- Cost overruns,
- Poor quality,
- Rework,
- Uncontrolled expansion of the project,
- Loss of reputation for the organization,
- Unsatisfied stakeholders, and
- Failure in achieving the objectives for which the project was undertaken.
Managing a Project Includes:
- Identifying project requirements;
- Addressing the various needs, concerns, and expectations of stakeholders;
- Establishing and maintaining active communication with stakeholders;
- Managing resources; and
- Balancing the competing project constraints (Scope, schedule, etc.)
Drivers of Project Management
- Compression of Product Life Cycle
- Knowledge Explosion
- Triple Bottom Line (Planet, People, Profit)
- Increased Customer Focus
Formal, disciplined, purely logical parts of the process. “Science”
- The Technical side:
involves the messier, often contradictory and paradoxical world of implementation. “Art”
- The Sociocultural side
(READ LANG) The output may be an input to another process or a deliverable of the project or phase gate.
- May be used once or at predefined points in the project,
- The processes may be performed periodically as needed, or
- The processes are performed continually throughout the project.
The knowledge areas (in construction) are:
- INTEGRATION
- SCOPE
- SCHEDULE
- COST
- QUALITY
- RESOURCE
- COMMUNICATIONS
- RISK
- PROCUREMENT
- STAKEHOLDER
- FINANCIAL
- SAFETY AND HEALTH
The physical or electronic representation of the work performance information.
- Work Performance REPORT
The processes are also categorized according to the ___ . These are identified areas defined by its knowledge requirements and described in terms of its component processes, practices, inputs, outputs, tools, and techniques.
Knowledge Areas
The PMBOK groups processes into five categories called the Process Groups. Process Groups are not Project Phases! The five process groups are:
- INITIATING PROCESS GROUP
- PLANNING PROCESS GROUP
- EXECUTING PROCESS GROUP
- MONITORING AND CONTROLLING PROCESS GROUP
- CLOSING PROCESS GROUP
the PMBOK is a guide, and not a methodology in itself.
- Tailoring
Raw observations and measurements during activities performed (PMBOK 6e, Sec. 1.2.4.7).
- Work Performance DATA
The data is analyzed in context and integrated based on relationships across areas.
- Work Performance INFORMATION
