View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this webcast, IAASB members and Task force chairs, Imran Vanker and Lyn Provost discuss the proposed ISQM 2, Engagement Quality Reviews, and ISA 220 (Revised), Quality Management for an Audit of Financial Statements. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
View slides from the introductory webcast series by the International Auditing and Assurance Standards Board on its recently proposed quality management standards. In this webcast, IAASB Member, Karin French discusses the various components of quality management in proposed ISQM 1, which addresses quality management at the firm level.
The quality management standards are currently open for public consultation until July 1, 2019.
For more information, visit iaasb.org/quality-management
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focuses on:
• Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
• Webinar Two: Resources: Expectations for Firms and Engagement Partners
• Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes (coming August 5, 2021 – register at iaasb.org)
• Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System (coming August 18, 2021 – register at iaasb.org)
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this first in a multi-part webcast series, IAASB member Karin French provides a deep dive into a firm's risk assessment process. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this webcast, IAASB members and Task force chairs, Imran Vanker and Lyn Provost discuss the proposed ISQM 2, Engagement Quality Reviews, and ISA 220 (Revised), Quality Management for an Audit of Financial Statements. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
View slides from the introductory webcast series by the International Auditing and Assurance Standards Board on its recently proposed quality management standards. In this webcast, IAASB Member, Karin French discusses the various components of quality management in proposed ISQM 1, which addresses quality management at the firm level.
The quality management standards are currently open for public consultation until July 1, 2019.
For more information, visit iaasb.org/quality-management
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focuses on:
• Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
• Webinar Two: Resources: Expectations for Firms and Engagement Partners
• Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes (coming August 5, 2021 – register at iaasb.org)
• Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System (coming August 18, 2021 – register at iaasb.org)
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
View the slides for the introduction to the International Auditing and Assurance Standards Board's recently proposed quality management standards. In this first in a multi-part webcast series, IAASB member Karin French provides a deep dive into a firm's risk assessment process. Video available at www.iaasb.org/quality-management
The quality management standards are currently open for public consultation until July 1, 2019.
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focused on:
Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
Webinar Two: Resources: Expectations for Firms and Engagement Partners
Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes
Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
A 2nd 90 minute webinar was hosted by the IAASB to discuss the key revisions to the auditor’s risk identification and assessment procedures, as introduced through the recently published ISA 315 (Revised) Exposure Draft. Listen to IAASB Task Force Chair Fiona Campbell as she goes through specific questions sent from stakeholders about the changes we are proposing.
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focused on:
Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
Webinar Two: Resources: Expectations for Firms and Engagement Partners
Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes (coming August 5, 2021 – register now)
Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System (coming August 18, 2021 – register now)
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
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Business Impact Analysis - The Most Important Step during BCMS ImplementationPECB
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Main points covered:
• Overview of ISO 22301:2012 requirements regarding Business Impact Analysis
• How to avoid most common mistakes and obtain reliable data from the BIA?
• The significance of the BIA
Presenter:
Renata Davidson works in the Business Continuity Management area since 1998. She was the first professional in Central and Eastern Europe to be certified by Disaster Recovery Institute International. During the course of her career, she's lead tens of projects for "Blue Chip companies in Poland, in all sectors of the economy. She is the founder and CEO of Davidson Consulting &Partners LLC, a partnership of experts specializing in business continuity, operational risk management and process management.
Link of the recorded session published on YouTube: https://youtu.be/3rVhrGQk8cE
An orientation slide deck on the IFAC SMP Committee's Guide to Quality Control for SMPs (QC Guide) that member bodies may use in training and orientation seminars to introduce staff and members to the QC Guide.
Leveraging Gap Assessments and Internal Audits in ISO 22301PECB
A focus on the strategic operation of the assessment and audit function of the BCMS to meet system goals and objectives, maintain conformance and leverage to enhance the awareness and benefits of the BCMS. Topics include the design and methodology of the internal audit plan and opportunities for using proven performance to promote awareness of the BCMS and quantify value of the system.
Main points covered:
• Gap Assessment and Internal Audit Plan
• Methodology
• Show ROI on performance
Presenter:
The presenter of this webinar will be Jan Decker. She is a Consultant in Emergency Management, Crisis Management and related Business Continuity plans, programs, and information systems. She is certified ISO 22301 Lead Implementer and Lead Auditor Trainer.
Link of the recorded session published on YouTube: https://youtu.be/7AyikpO6GLA
Project risk management is vital part of achievement of project general goal or objectives, thus, in order to save the project environment and prevent any related risks this tool is good for project doing organizations.
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focused on:
Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
Webinar Two: Resources: Expectations for Firms and Engagement Partners
Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes
Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
A 2nd 90 minute webinar was hosted by the IAASB to discuss the key revisions to the auditor’s risk identification and assessment procedures, as introduced through the recently published ISA 315 (Revised) Exposure Draft. Listen to IAASB Task Force Chair Fiona Campbell as she goes through specific questions sent from stakeholders about the changes we are proposing.
The Quality Management webinar series, hosted by the IAASB in collaboration with IFAC, takes a deep dive into aspects of the IAASB’s International Standard on Quality Management 1, Quality Management for Firms that Perform Audits or Reviews of Financial Statements, or Other Assurance or Related Services Engagements.
The webinar series focused on:
Webinar One: All You Need to Know about the Firm’s Risk Assessment Process
Webinar Two: Resources: Expectations for Firms and Engagement Partners
Webinar Three: What’s New for Firms’ Monitoring and Remediation Processes (coming August 5, 2021 – register now)
Webinar Four: Bringing it All Together: Exploring all the Components of a Quality Management System (coming August 18, 2021 – register now)
ISQM 1 is part of the IAASB’s suite of quality management standards. Firms are required to have systems of quality management designed and implemented in accordance with ISQM 1 by December 15, 2022. Learn more about the quality management standards at: iaasb.org/quality-management
Eliminate Turbulence Between IT and the Business with Business Value DashboardsTeamQuest Corporation
Learn how to communicate IT’s value to business stakeholders. Gain an understanding of business value metrics (BVM) and how to leverage BVMs to translate operational data into business-driving information. Discover how to use Business Value Dashboards (BVD) to add context, algorithms, and business dimensions to IT data. Learn best practices for managing your BVD to align with the business long-term. Give executives the answers they need – clearly displayed, anytime, anywhere – to drive results.
Business Impact Analysis - The Most Important Step during BCMS ImplementationPECB
This topic covered an overview of ISO 22301:2012 requirements regarding Business Impact Analysis, the importance of BIA, and how to avoid most common mistakes.
Main points covered:
• Overview of ISO 22301:2012 requirements regarding Business Impact Analysis
• How to avoid most common mistakes and obtain reliable data from the BIA?
• The significance of the BIA
Presenter:
Renata Davidson works in the Business Continuity Management area since 1998. She was the first professional in Central and Eastern Europe to be certified by Disaster Recovery Institute International. During the course of her career, she's lead tens of projects for "Blue Chip companies in Poland, in all sectors of the economy. She is the founder and CEO of Davidson Consulting &Partners LLC, a partnership of experts specializing in business continuity, operational risk management and process management.
Link of the recorded session published on YouTube: https://youtu.be/3rVhrGQk8cE
An orientation slide deck on the IFAC SMP Committee's Guide to Quality Control for SMPs (QC Guide) that member bodies may use in training and orientation seminars to introduce staff and members to the QC Guide.
Leveraging Gap Assessments and Internal Audits in ISO 22301PECB
A focus on the strategic operation of the assessment and audit function of the BCMS to meet system goals and objectives, maintain conformance and leverage to enhance the awareness and benefits of the BCMS. Topics include the design and methodology of the internal audit plan and opportunities for using proven performance to promote awareness of the BCMS and quantify value of the system.
Main points covered:
• Gap Assessment and Internal Audit Plan
• Methodology
• Show ROI on performance
Presenter:
The presenter of this webinar will be Jan Decker. She is a Consultant in Emergency Management, Crisis Management and related Business Continuity plans, programs, and information systems. She is certified ISO 22301 Lead Implementer and Lead Auditor Trainer.
Link of the recorded session published on YouTube: https://youtu.be/7AyikpO6GLA
Project risk management is vital part of achievement of project general goal or objectives, thus, in order to save the project environment and prevent any related risks this tool is good for project doing organizations.
In the Penal Colony” and The Lottery”Find a passage from eacMalikPinckney86
“In the Penal Colony” and “The Lottery”
Find a passage from each story that comments on tradition, explain each and then explain the relationship between them.
“The Lottery” Quote
__Write it out as it appears in the story:
__Explain the quote in terms of what it says about tradition:
“In the Penal Colony” Quote
__Write it our as it appears in the story:
__Explain the quote in terms of what it says about tradition:
__Respond to one of your peers thoughtfully in one paragraph.
Page 23 From Textbook
2.1 OVERVIEW
Projects exist and operate in environments that may have an influence on them. These influences can have a favorable or unfavorable impact on the project. Two major categories of influences are enterprise environmental factors (EEFs) and organizational process assets (OPAs).
EEFs originate from the environment outside of the project and often outside of the enterprise. EEFs may have an impact at the organizational, portfolio, program, or project level. See Section 2.2 for additional information on EEFs.
OPAs are internal to the organization. These may arise from the organization itself, a portfolio, a program, another project, or a combination of these. Figure 2-1 shows the breakdown of project influences into EEFs and OPAs. See Section 2.3 for additional information on OPAs.
In addition to EEFs and OPAs, organizational systems play a significant role in the life cycle of the project. System factors that impact the power, influence, interests, competencies, and political capabilities of the people to act within the organizational system are discussed further in the section on organizational systems (see Section 2.4).
2.2 ENTERPRISE ENVIRONMENTAL FACTORS
Enterprise environmental factors (EEFs) 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. EEFs are considered as inputs to many project management processes, specifically for most planning processes. These factors may enhance or constrain project management options. In addition, these factors may have a positive or negative influence on the outcome.
EEFs vary widely in type or nature. These factors need to be considered if the project is to be effective. EEFs include but are not limited to the factors described in Sections 2.2.1 and 2.2.2.
2.2.1 EEFS INTERNAL TO THE ORGANIZATION
The following EEFs are internal to the organization:
Organizational culture, structure, and governance. Examples include vision, mission, values, beliefs, cultural norms, leadership style, hierarchy and authority relationships, organizational style, ethics, and code of conduct.
Geographic distribution of facilities and resources. Examples include factory locations, virtual teams, shared systems, and cloud computing.
Infrastructure. Examples include existing facilities, equipment, organizational telecommunications channels, information technology hardware, availabil ...
CAPM exam preparation developed for self learning.
Plz don't mind some logo and strikethrough.. they were meant to create fun for myself.
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Project Integration Management includes the processes and activities needed to identify, define, combine, unify, and coordinate the various processes and project management activities within the Project Management Process Groups.
Project management is one of the most popular tool in the companies in today´s competitive environment. There are many successful companies, in which the project management has the key position. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management is accomplished with the processes such as initiating, planning, executing, controlling, and closing. The project team manages the work of the projects, and the work typically involves competing demands, stakeholders with differing needs and expectations and identified requirements. It is important to note that many of the processes within project management are iterative in nature. This is in part due to the existence of and the necessity for progressive elaboration in a project throughout the project life cycle.
In this presentation, i am taking sequencial information from various PPT's and from PMBOK also. So it is very effective & knowledgeable for Engineering & MBA Students. Thankyou
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
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www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
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https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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1. Enterprise Environmental Factors and
Organizational Process Assets
Produced by Dr. Linda P. Dowdell, MS, MBA, PMP, PMI-ACP
Project Management Solutions, LLC
PMI® New York City
2. One of the dilemmas that concern project
managers is how to initiate a project
The dilemma increases when project
managers are new to the organization –
especially when they work as consultants
The dilemma increases even more when
project managers must take mandatory
training geared for new resources, and
postpone to learn about enterprise
environmental factors and organizational
process assets.
2
3. The mentioned dilemmas are inevitable; however,
project managers should initiate a project in parallel
with two knowledge areas, Project Integration
Management and Project Stakeholder Management
(PMI® standards) because
the first knowledge area starts with a Project Charter which
contains key information to justify a project, a list of key
stakeholders, etc.
the second knowledge area identifies the stakeholders in more
detail, which will be part of a Stakeholder Registry
At the same time, project managers need to
familiarize themselves with the enterprise
environmental factors, and the organizational process
assets – because these contain the factors about the
company and the assets which could be applied to
projects.
3
4. These process assets are outside of PMI standards
but form part of an organization (e.g., policies,
historical information, lessons learned, etc.)
These process assets are important because they
influence the recommended processes (PMBOK®,
for example) which are necessary to develop a
project.
Note: Generally, each PMI® process group
(initiating, planning, executing, monitoring,
controlling and closing) makes reference to
organizational process assets (whatever they
are).
4
5. PMI® makes references to 2 categories of
organizational process assets which are specific
to the performing organization
Processes and Procedures (for initiating, planning,
executing, and closing)
Plans
Processes
Politics
Procedures
Corporate Knowledge Base
Lessons learned
Historical information
5
PMBOK, Fifth Edition, p. 27-28
6. These are the categories which are specific to the
performing organization to conduct project work
(1) Processes and Procedures for Initiating and
Planning
Guidelines and criteria to tailor processes and procedures that
are standard to the organization
Organizational standards for policies such as human resources,
health and safety, ethics, project management, etc.
Organizational standards for product and project life cycle
Organizational standards for quality policies and procedures
such as process audits, improvement targets, checklists, process
definition, etc.
Templates such as risk register, stakeholder register, contract
templates, etc.)
6
PMBOK, Fifth Edition, pp. 27-28
7. These are the categories which are specific to the
performing organization to conduct project work
(cont.)
(1) Processes and procedures for execution, monitoring
y controlling
◦ Procedures for change control (and the steps required),
which includes how approval and validation of changes will
be done
◦ Procedures for financial controls such as time reporting,
accounting codes (e.g., cost centers), how consultants will
report time, etc.
◦ Procedures for issue and defect management
◦ Communication requirements such as retention policies,etc.
◦ Procedures for approving project work
◦ Guides, work instructions, performance measurement
criteria
7
PMBOK, Fifth Edition, p. 27-28
8. These are the categories which are specific to
the performing organization to conduct
project work (cont.)
(1) Processes and procedures for closing
Guides or requirements to close projects
Lessons learned
Project audit requirements by required parties
Project evaluations by required parties
Product validations (by required parties) along with
corresponding acceptance criteria
8
PMBOK, Fifth Edition, p. 27-28
9. These are the categories which are specific to the
performing organization to conduct project work
(cont.)
(2) Corporate Knowledge Base
These are the knowledge bases that are necessary to
archive and retrieve information
Configuration management knowledge bases
Financial databases (which can be systems)
Historical information and lessons learned knowledge
bases (e.g., SharePoint)
Issue and defect management databases
Process measurement databases
Project files of previous projects
9
PMBOK, Fifth Edition, p. 27-28
10. Enterprise environmental factors are outside PMI®
standards but form part of and may be unique to
organizations (e.g., culture, infrastructure, etc.).
Enterprise environmental factors are important
because they influence the recommended and
necessary processes to develop a project.
Note: Generally, each PMI® process group
(initiating, planning, executing, monitoring,
controlling and closing) makes reference to
enterprise environmental factors (whatever they
are).
10
11. Enterprise environmental factors are NOT
under the control of the project management
team, but they do influence, constrain, or
help direct a project. In other words, these
environmental factors could improve or
constrain project management options that in
turn may influence the outcome of a project
in a positive or negative manner.
Enterprise environmental factors are necessary
inputs to most PMI® planning processes.
11
PMBOK, Fifth Edition, p. 29
12. Among others, the following enterprise environmental
factors include:
Culture, infrastructure and governance of the organization
Geographic distribution of facilities and resources
Government or industry standards
◦ Regulatory agency regulations
◦ Codes of conduct
◦ Project standards
◦ Quality standards
◦ Workmanship standards
Infrastructure
◦ Existing facilities
◦ Capital equipment
Existing human resources
◦ Skills
◦ Disciplines and knowledge (design, dev, contracting, purchasing)
12
PMBOK, Fifth Edition, p. 29
13. Among others, the following enterprise
environmental factors include (cont.):
Personnel administration
◦ Guidelines in selecting and retaining personnel
◦ Employee performance reviews and training records
◦ Reward and overtime policy
◦ Time tracking
Work authorization systems
Market conditions
Stakeholder risk tolerances
Political climate
13
PMBOK, Fifth Edition, p. 29
14. Among others, the following enterprise
environmental factors include (cont.):
Established communication channels
Commercial databases (standardized cost
estimating, industry risk study information,
risk databases)
Project management information system
◦ Scheduling tool, configuration management system,
repositories, web sites, etc.
14
PMBOK, Fifth Edition, p. 29