I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions. I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization. this is the first presentations uploaded to Slide Share, For more information do not hesitate to contact me. Ahmad H. Maharma - PMP® Ramallah, Palestine Phone: + (972) (2) 2968644 Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com

1. Project
Management
Professional
Ahmad H. Maharma
PMP®

2. Project Management
1. What is Project Management
j g

3. Turn your phones off/ silent

4. Who wants to be a project
manager?

5. Why?

6. Who wants to work with a
project manager?

7. When? Where? How?

8. Value of PMP Certification
1. One of few certifications for Project Management
Adopted by IEEE standards – 1490
Run by PMI, non‐profit body, you can participate in PMI activities as a
Run by PMI non‐profit body you can participate in PMI activities as a
member
2. Proof of Project Management expertise
Not easy to get PMP certified
Increased Confidence
3. Better Salary
3. Better Salary
PMP credential holders earn an average salary of about 100k
15.6 percent higher than non‐credentialed colleagues with same
experience
4. More Job Opportunities
Desired requirement for a PM job – gets an edge
Increasingly essential requirement for a PMO based organization
gy q g
5. Greater respect from management and colleagues

9. Project Manager Positions
Project Administrator / Coordinator
Assistant Project Manager
Project Manager / Program Manager
Executive Program Manager
Director - PMO
V.P. Program Development
President - CEO
9

10. Project Manager Skills
Contemporary Project Management requires the following skills:
• Common sense and an ability to think logically.
• An ability to work under pressure.
• Good time management and organizational abilities.
• Excellent diplomatic and negotiation skills
10

11. PMP Exam - Eligibility
3 years / 4500 hours of PM Experience (non-overlapping) with
a Bachelors or higher education
5 years / 7500 hours, with high school or equivalent
35 hours of PM Education, e.g.
Formal college education in Project Management
Company-sponsored Programs
Courses offered by training companies or consultants
Courses by distance education training with end of course
assessment
Doesn’t count Self Study PMI Chapter meetings

12. PMP Exam Structure
PMP Exam Structure Total Questions – 200 (175 + 25
unaccounted)
Total Time – 4 hours (240 mins)
Passing % - 61% (actual 68 5%)
68.5%)
Format - multiple choice, one answer
About 80 seconds for each Question Real test of
Patience, Experience and Knowledge
, p g

13. Question Topics
1.
1 Initiating 11%
2. Planning 23%
3. Executing 27%
g
4. Monitoring and Controlling 21%
5. Closing 9%
6. Professional and Social Responsibility
9%
13

14. A walk through the course outline

15. The textbook
The PMBOK® Guide — Fourth
Edition is the preeminent global
standard for project
management. Like previous
editions, it represents generally
recognized good practices in the
profession while reflecting
project management’s
j t t’
continually evolving knowledge

16. Program Outline
16

17. The 5 Project Management Process
Groups
Each process is described by (ITTO’s):
Inputs
I t
Tools & Techniques 17
Outputs

18. The 9 Knowledge Areas
The 9 Knowledge Areas
Project Integration Management
j g g
Project Scope Management
Project Time Management
Project Time Management
Project Cost Management
Project Quality Management
Project Quality Management
Project Human Resource Management
Project Communications Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Procurement Management
18

19. 7. Project Management Framework
Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
The PMBOK’s 9 Knowledge areas

20. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Time Management

21. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Cost management

22. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Scope Management

23. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Quality Management

24. Time Cost Scope
Management Management Management
Quality
Q lit Integration
I i HR Management
Management Management
Risk Communication Procurement
Management Management Management
The next four knowledge areas are Facilitating Processes

25. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
HR Management

26. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Risk Management

27. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Communications Management

28. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Procurement Management

29. Time Cost Scope
Management Management Management
Quality Integration HR Management
Management Management
Risk Communication Procurement
Management
M g t Management
M g t Management
M g t
Integration Management – pulling it all together

30. What if it’s not Integrated?
it s
Time Scope
S
Management Cost Management
Management
Integration
Management
Quality
Management HR Management
Procurement
Communication Management
Management
Risk
Management

31. 1. Project Integration
Management
effective integration of the processes required t
ff ti i t ti f th i d to
accomplish project objectives
processes include
1. project charter development
2. project management plan development
3. project execution
4. monitoring and control of project work
5.
5 Close project
31

32. 2. Project Scope
Management
defines and controls what i and i not i l d d i th
d fi d t l h t is d is t included in the
project
processes include
1. scope planning
2. scope definition
3. creation of a Work Breakdown Schedule
4. scope verification
5.
5 scope control
32

33. 3. Project Time
Management
includes processes required for the timely completion of
a project
p
processes include
1. defining activities
2. sequencing activities
3.
3 estimating resource activities
ti ti ti iti
4. estimating duration of activities
5. developing the project schedule
6. controlling the project schedule
33

34. 4. Project Cost Management
planning, estimating, budgeting and controlling costs to
ensure the project can be completed within the approved
budget
processes include
1. cost estimating
2. g
cost budgetingg
3. cost control
34

35. 5. Project Quality
Management
all activities th t d t
ll ti iti that determine quality policies, objectives
i lit li i bj ti
and responsibilities for the project to satisfy the needs for
which it was undertaken
processes include
1. quality planning
2. performing quality assurance
3. performing quality control
35

36. 6. Project Human Resource
Management
processes that organize and manage the project team
processes include:
1. human resource planning
2. acquiring the project team
3.
3 developing the project team
4. managing the project team
36

37. 7. Project Communications
Management
activities to ensure project information is timely and
ti iti t j ti f ti i ti l d
appropriately generated, collected, distributed, stored,
retrieved and disposed of
p
processes include
1. communications planning
2. information distribution
3. performance reporting
4.
4 managing stakeholders
37

38. 8. Project Risk Management
•processes to increase the p
p probability and impact of p
y p positive
events and decrease the probability and impact of negative
events
•updated throughout the project
•processes include
1. risk management planning
2. risk identification
3. qualitative risk analysis
4.
4 quantitative risk analysis
5. risk response planning
6. risk monitoring and control
g
38

39. 9. Project Procurement
Management
•processes to purchase/acquire the products services or results
products,
needed to perform the project work
•includes contract management and change control processes to
administer contracts or purchase orders
•processes include:
1.
1 planning purchases and acquisitions
2. contract planning
3. requesting seller responses
4. selecting sellers
5. contract administration
6.
6 contract closure
39

40. PM Knowledge Areas & Process Groups
PM Process Initiating Process Planning Process Group Executing Process Monitoring & Controlling Closing
Groups / Group Group Process Group Process
Knowledge Group
Area Processes
Project Develop Project Charter Develop Project Management Direct and Manage Project Monitor and Control Project Work Close Project
Management Plan Execution Integrated Change Control
Integration
Project Scope Collect requirements Verify Scope
Management Define Scope Control Scope
Create WBS
Project Time Define Activity
y Schedule Control
Management Sequence Activity
Estimating Resource
Estimating Duration
Develop Schedule
Project Cost Estimating Cost Control Cost
Management Budgeting Cost
Project Quality Quality Planning Perform Quality Assurance Perform Quality Control
Management
Project HR Human Resources Planning Acquire Project Team
Management Develop Project Team
Manage Project Team
Project
P j t Identify Stakeholders
Id tif St k h ld Plan Communications
Pl C i ti Distribute Information
Di t ib t I f ti Performance Reporting
P f R ti
Communications Manage stakeholders
Management expectations
Project Risk Plan Risk Management Risk Monitoring and Control
Management Risk Identification
Qualitative / Quantitative Risk
Analysis
Risk R
Ri k Response Planning
Pl i
Project Plan procurement Conduct procurement Administer Contract Close
Procurement procurement
Management

41. We Got People
41

42. The Four Project Dimensions
People
Process
Product
Technology
42

43. Project Phases
All projects are divided into phases
All phases together are known as the Project Life Cycle
Each phase is marked by completion of Deliverables
43

44. Why Do Projects Succeed?
– Executive support
– User involvement
– Experienced project manager
– Clear business objectives
– Minimized scope
– Standard software infrastructure
– Firm basic requirements
– Formal methodology
– Reliable estimates
44

45. What are Projects?
45

46. Introduction
What is PMBOK Guide?
PMBOK Guide is a recognized standard for the
project management profession.
What is a standard?
A standard is a formal document that describes
established norms, methods, processes, and practices.
How did it evolve?
The knowledge contained in this standard evolved from the
recognized good practices of project management practitioners who
contributed to the development of this standard.

47. Introduction
The
Th PMBOK G id provides g id li
Guide id guidelines f managing
for gi g
individual projects.
The PMBOK Guide
defines project management and related
p j g
concepts, and
describes the project management life cycle and
the related processes

48. 1.2 What is a project?
Definition
A project is a temporary endeavor
undertaken to create a unique product, service, or result.
Temporary endeavor with a definite beginning and end.
The end is reached when
the project’s objectives have been achieved or
when the project is terminated because its objectives
will not or cannot be met or
met,
when the need for the project no longer exists.

49. 1.2 What is a project?
p j
Definition – Misconceptions:
Temporary does not necessarily mean short in duration.
Temporary does not generally apply to out put of the project (the product,
service, or result created by the p j ); most p j
, y project); projects are undertaken to
create a lasting outcome. [and lasting impact.]
Definition: “create”:
create :
– A product that can be either a component of another item or an end item
in itself,
– A capability to perform a service (e g a business function that supports
(e.g.,
production or distribution), or
– A result such as an outcome or document (e.g., a research project that
develops knowledge that can be used to determine whether a trend is
present or a new process will benefit society).

50. 1.2 What is a project?
p j
Definition “unique”
D fi iti – “ i ”
Every project creates a unique product, service, or result.
Although repetitive elements may be present in some
project deliverables, this repetition does not change the
fundamental uniqueness of the project work.
An g i g
A ongoing work effort i g
k ff t is generally a repetitive process
ll titi
because it follows an organization’s existing procedures.

51. 1.2 What is a project?
Examples of Projects
p j
Examples of projects include, but are not limited to:
Developing a new product or service,
Effecting a change in the structure, staffing, or style of an
organization,
developing or acquiring a new or modified information system
system,
Constructing a building or infrastructure, or
Implementing a new business process or procedure.

52. 1.2 What is a project?
Project Exist in All Organizations
- Public Sector Organization
- Business Organization
- Non Governmental Organizations etc
Why?
Because organizations are open systems. They have to
systems
respond to both internal and external changes
To meet their development agenda
To satisfy customers
To survive
To solve problems and grab opportunities

53. 1.3 What is project management?
p j g
What is Project Management?
Project management is the
application of
knowledge,
skills,
tools, and
techniques
to project activities
to meet the project requirements.

54. 1.3 What is project management?
How is project Management accomplished?
Project management is accomplished through the
appropriate application and integration
of the 42 logically grouped project management processes.
The 42 project management processes are logically grouped in to
five “Process Groups”.
p
These Process Groups are:
Initiating,
Initiating
Planning,
Executing,
Monitoring and Controlling, and
Closing.

55. 1.3 What is project management?
What does a project typically include?
p j yp y
Identifying requirements
Addressing the various needs, concerns, & expectations of
stakeholders as the project is planned & carried out,
Balancing the competing project constraints including, but not
limited to:
Scope,
Quality,
Schedule,
Budget,
Resources, and
R d
Risk.

56. 1.3 What is project management?
What is interdependency of constraints?
The relationship among these factors [the constraints] is
such that if any one factor changes, at least one other factor is
likely to be affected.
Example:
For example, if the schedule is shortened, often the
p , ,
budget needs to be increased to add additional resources to
complete the same amount of work in less time. If a budget
increase is not possible, the scope or quality may be reduced to
possible
deliver a product in less time for the same budget.

57. 1.3 What is project management?
Constraints – Key points
Project stakeholders may have differing ideas as to which
factors are the most important, creating an even greater
challenge.
challenge
Changing the p j
g g project requirements may create additional
q y
risks.
The project team must b able to assess the situation and
h be bl h d
balance the demands in order to deliver a successful project.

58. 1.3 What is project management?
Because of the potential for change, the project management plan is iterative
and goes through progressive elaboration throughout the project’s life cycle
cycle.
What is iteration?
What is progressive elaboration?
Progressive elaboration involves
g
continuously improving and detailing a plan
as more-detailed and specific information and more accurate
estimates become available
available.
Progressive elaboration allows a project management team to manage
to a greater level of detail as the project evolves
evolves.

59. 1.4 Relationships B/W Project,
p j ,
Program, & Portfolio Mgt.
Broader Context of Project Management
In mature project management organizations,
p j
project management exists in a broader context
g
governed by
program management and portfolio management.

61. 1.4
1 4 Relationships B/W Project,
Project
Program, & Portfolio Mgt.
g , g
The Figure focuses/shows that,
g ,
organizational strategies and priorities are linked, and
there is relationships between portfolios and programs,
and
there is relationship between programs and individual
projects.
projects

62. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
Key points:
Organizational planning impacts the projects by means of
project prioritization based on risk, funding, and the
organization s
organization’s strategic plan.
plan
Organizational planning can direct the funding and support for
g p g g pp
the component projects on the basis of risk categories, specific
lines of business, or general types of projects, such as
infrastructure and internal process improvement
improvement.

63. 1.4 Relationships B/W Project,
p j ,
Program, & Portfolio Mgt.
1.4.1 Portfolio Management
What is ‘portfolio’?
A portfolio refers to a
collection of projects or programs and other work
that are grouped together to
facilitate effective management of that work
to meet strategic business objectives.
g j
The projects or programs of the portfolio
may not necessarily be interdependent or directly
related.

64. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
P P f li M
1.4.1 Portfolio Management
g
The projects or programs of the portfolio
may not necessarily be interdependent or directly related.
For example, an infrastructure firm that has the
strategic objective of “maximizing the return on its investments” may
put together a portfolio th t i l d
t t g th tf li that includes
a mix of projects in oil and gas, power, water, roads, rail, and
airports.
From this mix, the firm may choose to manage related projects as one
program. All of the power projects may be grouped together as a power
program. Similarly, all of the water projects may be grouped together as a
water program.

65. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt
P g P tf li Mgt.
1.4.1 Portfolio Management
What is portfolio management?
It refers to the centralized management of one or more portfolios.
What is portfolio management involve?
It includes identifying, p
y g, prioritizing, authorizing, managing, and controlling
g, g, g g, g
projects, programs, and other related work, to achieve specific strategic
business objectives.
What does portfolio management focus on?
It focuses on ensuring that projects and programs are reviewed to prioritize
resource allocation and that the management of the portfolio is consistent
allocation,
with and aligned to organizational strategies.

66. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
1.4.2
1 4 2 Program Management
Definition of ‘Program’
g
A program is defined as a group of related projects
managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Key Points:
Programs may include elements of related work outside the
scope of the discrete p j
p projects in the program.
p g
A project may or may not be part of a program but a program
will always have projects.

67. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt
P g P tf li Mgt.
1.4.2 Program Management
Definition of ‘Program management’
Program management is defined as the
centralized coordinated management of a program to
achieve the program’s strategic objectives and benefits.
Key Point:
Projects within a program are related through the
common outcome or collective capability.
If t e relationship betwee p ojects is o ly t at o a s a ed cl e t, selle ,
the elat o s p between projects s only that of shared client, seller,
technology, or resource, the effort should be managed as a portfolio of
projects rather than as a program.

68. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
P P f li M
1.4.2 Program Management
g g
Focus of Program Management:
It focuses on the project interdependencies and
helps to determine the optimal approach for managing them.
Actions related to these interdependencies may include:
Resolving resource constraints and/or conflicts that affect multiple
p j
projects within the program;
p g ;
Aligning organizational/strategic direction that affects project and
program goals and objectives; and
Resolving issues and change management within a shared
governance structure.

69. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
1.4.2 Program Management
An Example of a Program :
An example of a program would be a
new communications satellite system
i ti t llit t
with projects for
design of the satellite and of the ground stations
stations,
construction of each,
integration of the system, and
g y ,
launch of the satellite.

70. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt
P g P tf li Mgt.
Difference in approaches
Projects, programs, and portfolios have different
approaches.
Table 1-1
shows the
comparison of project, program, and portfolio views
across several domains including
g
change,
leadership,
management, and
others.

72. Project Management Competencies
j g p
72

73. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt
P g P tf li Mgt.
1.4.3 Projects and Strategic Planning
Projects are often utilized as a means of achieving an organization’s
strategic plan
plan.
Projects are typically authorized as a result of
one or more of the following strategic considerations:
Market demand
Strategic opportunity/business need
g pp y
Customer request
Technological advance
Legal requirements

74. 1.4 Relationships B/W Project,
Program,
Program & Portfolio Mgt
Mgt.
1.4.3 Projects and Strategic Planning
Key Points
Projects, within programs or portfolios, are a means of achieving
organizational goals and objectives, often in the context of a strategic plan.
g g j g p
Although a group of projects within a program can have discrete benefits,
they can also contribute to the benefits of the program, to the objectives of
the portfolio, and to the strategic plan of the organization.
Organizations manage portfolios based on their strategic plan which may
plan,
dictate a hierarchy to the portfolio, program, or projects involved.

75. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
1.4.3 Projects and Strategic Planning
Key Points
One goal of portfolio management is to maximize the value of the portfolio
by the careful examination of its components the constituent programs
components—the programs,
projects, and other related work.
Those components contributing the least to the portfolio’s strategic
objectives may be excluded. In this way an organization’s strategic plan
excluded way, organization s
becomes the primary factor guiding investments in projects.
At the same ti
th time, projects provide f db k t programs and portfolios b
j t id feedback to d tf li by
means of status reports and change requests that may impact other projects,
programs, or portfolios. The needs of the projects, including the resource
needs,
needs are rolled up and communicated back to the portfolio level which in
level,
turn sets the direction for organizational planning.

76. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
P P f li M
1.4.4 Project Management Office (PMO)
Definition:
f
PMO is an organizational body or entity
assigned various responsibilities related to the
centralized and coordinated management of those projects under its
domain.
Responsibility of PMO:
The responsibilities of a PMO can range from providing project
management support functions to actually being responsible for the direct
management of a project.
Key Point:
The projects supported or administered by the PMO may not be
related, other than by being managed together.

77. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
1.4.4 Project Management Office
Key Points:
The specific form, function, and structure of a PMO is dependent upon the
needs of the organization that it supports.
A PMO may be delegated the authority to act as an integral stakeholder and
a key decision maker during the beginning of each project, to make
recommendations, or to terminate projects or take other actions as required
to keep business objectives consistent.
p j
In addition, the PMO may be involved in the selection, management, and
deployment of shared or dedicated project resources
resources.

78. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
1.4.4 Project M
144P j Management Offi
Office
Primary Function:
To support project managers in a variety of ways which may include, but are
not limited to:
Managing shared resources across all projects administered by PMO
Identifying & developing p j
y g p g project mgt. methodology, best p
g gy, practices, &
,
standards
Coaching, mentoring, training, and oversight;
Monitoring compliance with project management standards, policies
standards policies,
procedures, and templates via project audits;
Developing and managing project policies, procedures, templates, and
other shared documentation , and
Coordinating communication across projects.

79. 1.4 Relationships B/W Project,
p j ,
Program, & Portfolio Mgt.
1.4.4 Project Management Office
PMO and Project Managers Pursue Different Objectives:
Project managers and PMOs pursue different objectives
and, as such, are d i
d h driven b diff
by different requirements.
t i t
All of these efforts, however, are aligned with the
efforts however
strategic needs of the organization.

80. 1.4 Relationships B/W Project,
Program, & Portfolio Mgt.
P P f li M
1.4.4 Project Management Office
PMO and Project Managers have Different Roles:
The
Th project manager f
j t focuses on th specified project objectives, while th
the ifi d j t bj ti hil the
PMO manages major program scope changes which may be seen as potential
opportunities to better achieve
business objectives.
b i bj ti
The project manager controls the assigned project resources to best meet
project objectives while the PMO optimizes the use of shared organizational
resources across all projects.
ll j t
The project manager manages the constraints (scope, schedule, cost, and
quality, etc.) of the individual projects while the PMO manages the
methodologies, standards, overall risk/opportunity, and i t d
th d l gi t d d ll i k/ t it d interdependencies
d i
among projects at the enterprise level.

81. 1.5 Project Management and
Operations Management
Definition:
D fi i i
Operations are an organizational function performing the ongoing
execution of activities that produce the same product or provide a repetitive
service.
i
Examples:
Production operations, manufacturing operations, and accounting
operations, etc.
Key Points:
Though temporary in nature, projects can help achieve the organizational
goals when they are aligned with the organization’s strategy.
organization s strategy
Organizations sometimes change their operations, products, or systems by
creating strategic business initiatives.

82. 1.5 Project Management and
Operations Management
Projects require project management while
operations require b i
ti i business process mgt. or operations management.
t ti t
Projects can intersect with operations at various points during the product
life cycle, such as:
At each closeout phase;
When developing a new p
p g product, upgrading a p
, pg g product, or expanding
, p g
outputs;
Improvement of operations or the product development process; or
Until the divestment of the operations at the end of the product life cycle.

83. 1.5 Project Management and
Operations Management
Key Points:
At each point, deliverables and knowledge are
transferred between the project and operations
for implementation of the delivered work
work.
This occurs through a transfer of project resources to operations
toward the end of the project, or through a transfer of operational resources
to the project at the start
start.
Operations are permanent endeavors that produce repetitive outputs,
with resources assigned to d b i ll the same set of tasks according to the
ih i d do basically h f k di h
standards institutionalized in a product life cycle. Unlike the ongoing nature
of operations,
projects are temporary endeavors.
j d

84. 1.7
1 7 Project Management Body of
Knowledge
g
The PMBOK Guide is the standard for managing most projects most of
the time across many types of industries
industries.
This standard describes the project management processes, tools, and
techniques used to manage a project toward a successful outcome.
h i d j d f l
This standard is unique to the project management field and has
interrelationships to other project management disciplines such as program
management and portfolio management.
Project management standards do not address all details of every
topic.

85. 1.7 Project Management Body of
Knowledge
K l dg
This standard is limited to single projects and the project
management processes that are generally recognized as good practice.
Other standards may be consulted for additional information on the
y
broader context in which projects are accomplished.
Management of programs is addressed in The Standard for Program
Management, and
Management of portfolios is addressed in The Standard for Portfolio
Management.
Examination of an enterprise’s project management process
capabilities is addressed in Organizational Project Management Maturity
Model (OPM3 ).

86. 1.8 Enterprise Environmental
Factors
Definition:
Enterprise environmental factors refer to both internal and external
environmental factors that surround or influence a project’s success.
These factors may come from any or all of the enterprises involved in
the project.
Enterprise environmental factors may
enhance or constrain project management options and
may have a positive or negative influence on the outcome
outcome.
They are considered as inputs to most planning processes.

87. 1.8 Enterprise Environmental
p
Factors
Enterprise environmental factors include, but are not limited to:
Organizational culture, structure, and processes;
Government or i d t standards (
G t industry t d d (e.g., regulatory agency regulations,
l t l ti
codes of conduct, product standards, quality standards, and workmanship
standards);
Infrastructure (
I f t t (e.g., existing f iliti and capital equipment);
i ti facilities d it l i t)
Existing human resources (e.g., skills, disciplines, and knowledge, such as
design, development, law, contracting, and purchasing)
Personnel administration (e.g., staffing and retention guidelines, employee
performance reviews and training records, overtime policy, and time
tracking);

88. 1.8 Enterprise Environmental
Factors
– Company work authorization systems;
p y y ;
– Marketplace conditions;
– Stakeholder risk tolerances;
– Political climate;
– Organization’s established communications channels;
– Commercial databases (e.g., standardized cost estimating data, industry
risk study i f
i k t d information, and risk d t b
ti d i k databases); and
) d
– Project management information systems (e.g., an automated tool, such
as a scheduling software tool, a configuration management system, an
information collection and distrib tion s stem or web interfaces to other
distribution system, eb
online automated systems).

89. For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Ph
Mobile: + (972) (599) 001155
E Mail:
E-Mail: ahmad.maharma@gmail.com