The document discusses the various environments in which projects operate, highlighting enterprise environmental factors (EEFs) and organizational process assets (OPAs) as significant influences. It covers the internal and external conditions affecting projects, details about organizational governance frameworks, management elements, and the impact of organizational structure types on project success. Additionally, it outlines the project life cycle and the process groups defined in the Project Management Body of Knowledge (PMBOK) Guide.

2. THE ENVIRONMENT IN WHICH
PROJECTS OPERATE

3. THE ENVIRONMENT IN WHICH PROJECTS OPERATE
• Enterprise Environmental Factors
– EEFs Internal to the Organization
– EEFs External to the Organization
• Organizational Process Assets
– Processes, Policies, and Procedures
– Organizational Knowledge Repositories
• Organizational Systems
– Organizational Governance Frameworks
– Management Elements
– Organizational Structure Types

4. THE ENVIRONMENT IN WHICH PROJECTS OPERATE
Overview
• Projects exist and operate in environments that
may have a favorable or unfavorable impact
• 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
• OPAs are internal to the organization

5. Project influences

6. 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
– EEFs Internal to the Organization
– EEFs External to the Organization

7. EEFS INTERNAL TO THE ORGANIZATION
• Organizational culture, structure, and
governance. vision, mission, cultural norms,
leadership style, hierarchy organizational style
• Geographic distribution of facilities/resources.
Factory locations, virtual teams
• Infrastructure. Existing facilities, equipment,
comm channels, IT hardware
• Information technology software
• Resource availability
• Employee capability

8. EEFS EXTERNAL TO THE ORGANIZATION
• Marketplace conditions.
• Social and cultural influences and issues.
• Legal restrictions.
• Commercial databases.
• Academic research.
• Government or industry standards
• Financial considerations
• Physical environmental elements.

9. ORGANIZATIONAL PROCESS ASSETS
• OPAs are the plans, processes, policies,
procedures, and knowledge bases specific to
and used by the performing organization
• 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.
• The OPAs also include the organization’s
lessons learned from previous projects and
historical information.

10. ORGANIZATIONAL PROCESS ASSETS
• OPAs may include completed schedules, risk
data, and earned value data
• OPAs are inputs to many PM processes.
• Since OPAs are internal to the organization, the
project team members may be able to update
and add to these
• They may be grouped into two categories:
– Processes, policies, and procedures
– Organizational knowledge bases

11. PROCESSES, POLICIES, AND PROCEDURES
• Initiating and Planning:
• Guidelines and criteria for tailoring the
organization’s set of standard processes and
procedures
• Specific organizational standards such as
policies e.g., HRM, health and safety policies
• Product and project life cycles, and methods
and procedures
• Templates (e.g., PM plans, Proj documents,
report formats, contract templates, risk Catg

12. PROCESSES, POLICIES, AND PROCEDURES
Executing, Monitoring, and Controlling
• Change control procedures, including the steps
by which performing org standards, policies,
plans, and procedures will be modified & how
any changes will be approved and validated
• Traceability matrices
• Financial controls procedures (e.g., time
reporting, required expenditure and
disbursement reviews, accounting codes, and
standard contract provisions)

13. PROCESSES, POLICIES, AND PROCEDURES
Executing, Monitoring, and Controlling
• Issue and defect management procedures
• Resource availability/ control & assignment mgt
• Organizational communication requirements
• Procedures for prioritizing, approving, and
issuing work authorizations
• Templates (e.g., risk register, issue/ change log
• Standardized guidelines, work instructions
• Product/service/result verification & validation

14. PROCESSES, POLICIES, AND PROCEDURES
Closing Project
• Closure guidelines or requirements
• e.g., final project audits, project evaluations,
deliverable acceptance, contract closure,
resource reassignment, and knowledge transfer
to production and/or operations

15. ORGANIZATIONAL KNOWLEDGE REPOSITORIES
• Configuration management knowledge
repositories containing the versions of software
and hardware components and baselines of all
performing organization standards, policies,
Procedures, and any project documents
• Financial data repositories containing info such
as labor hours, incurred costs, budgets
• Historical info and lessons learned knowledge
repositories (e.g., project records and
documents, project closure info and documents

16. ORGANIZATIONAL KNOWLEDGE REPOSITORIES
• Issue and defect management data repositories
containing issue and defect status, control
information, issue and defect resolution
• Data repositories for metrics used to collect and
make available measurement data on processes
and products
• Project files from previous projects (e.g., scope,
cost, schedule, and performance measurement
baselines, project schedule network diagrams,
risk registers, risk reports & stakeholder register

17. ORGANIZATIONAL SYSTEMS
OVERVIEW
• Projects operate within the constraints imposed
by the organization through their structure and
governance framework
• To operate effectively and efficiently, the project
manager needs to understand where
responsibility, accountability, and authority
reside within the organization
• . This understanding helps the PM to effectively
use his or her power, influence, competence

18. ORGANIZATIONAL SYSTEMS
OVERVIEW
• Interaction of multiple factors within an
individual organization creates a unique system
• Resulting organizational system determines the
power, influence, interests, competence, and
political capabilities of the people
– Management elements
– Governance frameworks
– Organizational structure types.

19. What is a System?
• A system is a collection of various components
that together can produce results not obtainable
by the individual components alone
• A component is an identifiable element within
the project or organization that provides a
particular function or group of related functions
– Principles regarding systems:
– Systems are dynamic
– Systems & its components can be optimized
– Systems are nonlinear in responsiveness
• The system’s dynamics

20. Organizational Governance Frameworks
• Recent PMI research reveals that governance
refers to organizational or structural
arrangements at all levels of an organization
designed to determine and influence the
behavior of the organization’s members
• This research suggests that the concept of
governance is multidimensional
– Consideration of people, roles, structures, and
policies
– Requires providing direction and oversight through
data and feedback.

21. Organizational Governance Frameworks
• Governance is the framework within which
authority is exercised in organizations. This
framework includes but is not limited to:
Rules Policies
Procedures Norms
Relationships Systems
Processes
• Framework influences how:
Objectives of the organization are set and achieved
Risk is monitored and assessed
Performance is optimized.

22. Governance of Portfolios, Programs, and
Projects
• A Practice Guide describes a common
governance framework aligning organizational
project management (OPM) and portfolio,
program, and project management
• The guide describes four governance domains of
Alignment, risk, performance, & communication
• Project governance refers to the framework,
functions, and processes that guide PM activities
in order to create a unique product, service, or
result to meet organizational goals.

23. MANAGEMENT ELEMENTS
• Management elements are the components that
comprise the key functions or principles of
general management in the organization
• The general management elements are allocated
according to its governance framework and the
organizational structure type selected.
• Key functions or principles of management
– Division of work using specialized skills and
availability to perform work
– Authority given to perform work

24. MANAGEMENT ELEMENTS
• Key functions or principles of management
– Responsibility to perform work appropriately
– Discipline of action (respect for authority, people)
– Unity of command ( only one person gives orders)
– Unity of direction (one plan and one leader)
– General goals of the organization take precedence
over individual goals
– Paid fairly for work performed
– Optimal use of resources
– Clear communication channels

25. MANAGEMENT ELEMENTS
• Key functions or principles of management
– Right materials to the right person for the right job at
the right time
– Fair and equal treatment of people in the workplace
– Clear security of work positions
– Safety of people in the workplace
– Open contribution to planning and execution by each
person
– Optimal morale

26. MANAGEMENT ELEMENTS
• Performance of management elements are
assigned to selected individuals
• These individuals may perform functions within
various organizational structures
• For example, in a hierarchical structure, there
are horizontal and vertical levels within the
organization
• Responsibility, accountability, and authority
assigned to hierarchical level indicate how the
individual may perform the noted function
within that organizational structure.

27. ORGANIZATIONAL STRUCTURE TYPES
• Determination of the appropriate organizational
structure type is a result of the study of tradeoffs
between two key variables
– Organizational structure types available for use
– How to optimize them for a given organization.
• No one-size-fits-all structure
• Final structure for a given organization is unique
due to the numerous variables

28. FACTORS IN ORGANIZATION STRUCTURE
SELECTION
• Each organization considers numerous factors
for inclusion in its organizational structure
• Factors to consider in selecting an organizational
structure include but are not limited to:
– Degree of alignment with org objectives
– Specialization capabilities
– Span of control, efficiency, and effectiveness
– Clear path for escalation of decisions
– Clear line and scope of authority
– Delegation capabilities,

29. FACTORS IN ORGANIZATION STRUCTURE
SELECTION
– Accountability assignment
– Responsibility assignment
– Adaptability of design
– Simplicity of design
– Efficiency of performance
– Cost considerations
– Physical locations (co-located, regional, virtual)
– Clear communication (e.g., policies, status of work,
and organization’s vision).

32. PROJECT MANAGEMENT OFFICE
• A project management office (PMO) is an
organizational structure that standardizes the
project-related governance processes and
facilitates the sharing of resources,
methodologies, tools, and techniques
• The responsibilities of a PMO can range from
providing project management support
functions to the direct management of one or
more projects.

33. Types of PMOs
• Supportive
• Supportive PMOs 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.

34. Types of PMOs
• Controlling. Controlling PMOs provide support
and require compliance through various means
• Degree of control by the PMO is moderate
– Adoption of project management frameworks or
methodologies
– Use of specific templates, forms, and tools
– Conformance to governance frameworks
• Directive. Takes control of projects by directly
managing the projects
• Project managers are assigned by and report to
the PMO. The degree of control is high.

35. Types of PMOs
• A PMO may have the authority to act as an
integral stakeholder and a key decision maker
throughout the life of each project
• Make recommendations
• Lead knowledge transfer
• Terminate projects
• Take other actions, as required.

36. Project Life cycle
• A project life cycle is the series of phases that a
project passes through from its initiation to its
closure.
• The phases are generally sequential, and their
names and numbers are determined by the
management and control needs of the
organization or organizations involved in the
project, the nature of the project itself, and its
area of application.

37. characteristics of the Project Life cycle
• All projects can be mapped to the following
generic life cycle structure
 Starting the project
 Organizing and preparing,
 Carrying out the project work
 Closing the project.

38. Project Life cycle

39. Process Groups

40. Process Groups
• Initiating Process Group. Those processes
performed to define a new project or a new
phase of an existing project by obtaining
authorization to start the project or phase.
•Planning Process Group. Those processes
required to establish the scope of the project,
refine the objectives, and define the course of
action required to attain the objectives that the
project was undertaken to achieve.

41. Process Groups
• Executing Process Group. Those processes
performed to complete the work defined in the
project management plan to satisfy the project
specifications.
• Monitoring and controlling Process Group.
Those processes required to track, review, and
regulate the progress and performance of the
project; identify any areas in which changes to
the plan are required; and initiate the
corresponding changes.

42. Process Groups
Closing Process Group. Those processes
performed to finalize all activities across all
Process Groups to formally close the project or
phase.

43. 43
Project Management Body of Knowledge (PMBOK) Guide
• The PMBOK Guide identifies that subset of the project
management body of knowledge that is generally recognized as
good practice.
• “Generally recognized” means the knowledge and practices
described are applicable to most projects most of the time, and
there is consensus about their value and usefulness.
• “Good practice” means there is general agreement that the
application of the knowledge, skills, tools, and techniques can
enhance the chances of success over many projects.
• “Good practice” does not mean that the knowledge described
should always be applied uniformly to all projects; the
organization and/or project management team is responsible for
determining what is appropriate for any given project.

44. 44
Project Management Body of Knowledge (PMBOK) Guide
• The PMBOK Guide identifies following:
– 5 x process groups
– 10 knowledge areas
– 47 Processes

45. Process Groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing

46. PMBOK 6TH
EDITION
10 x KNOWLEDGE AREAS
• Project Integration Management
• Project scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resource Management
• Project Communication Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management