PMP Chap 2- Org. Influence and Project Life Cycle

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
Chap 2 – Organizational Influences & Project Life cycle
By: Anand Bobade (nmbobade@gmail.com)
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Organizational Influences & Project Life cycle
Organizational influences on Project
Management
Project stakeholders and governance
Project Life cycle

Organizational influences on Project Management
Organization influences on Projects
What is EEF & OPA?
How to work with Culture?
Organizational Communication
Different Organizational structures?
What are different type of Matrix structure.
Review
Sample Questions

How Projects are influenced?
Projects and Project Management takes place in the
environment which is broader than the project.
Project operates within the context of Organization.
Project work is carried out in alignment with
organizations goal.
How organization communicate (Inter departmental
communication, communication technology etc)

How Projects are influenced?
Projects are influenced by different Culture & styles.
The organization’s level of project management
maturity and its project management systems.
JV or partnering agreement;
Influenced by more than one organization

Major Organizational Influences
Organization
culture & style
Enterprise
Environmental factors
Organizational
Process assets
Organization
communications
Organizational
structures

Organization Culture & Style
It is a system of shared assumptions, values, and beliefs,
which governs how people behave (dress, act, &
perform job) in organizations.
Shared visions,
mission, values,
beliefs, &
expectations
Regulations, policies,
methods, &
procedures
Motivation & reward
systems
Risk tolerance
View of leadership,
hierarchy, & authority
relationships
Code of conduct, work
ethic, & work hours
Operating
environments.

Organization Culture & Style
Cultural Implications
Easy to work on
Projects Very hard to
collaborate & work
• Maximize support in positive work culture
• Plan for Risks related to Resources, time & cost in negative
culture.
Be aware & work within Cultural boundaries

Organizational structures
It define a hierarchy within an organization.
It identifies each job, its function & where it reports to.
It determines how information flows in the company.
Functional Projectized Matrix (Week,
Strong & Balanced)
Composite
Questions are mostly related to PM’s authority and advantages/dis-
advantages of each type of organization structure.

Functional Organization
The organization is grouped into various departments (Sales,
Marketing etc). People with similar skills are kept together.
Departments executes its own projects.
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff

Functional Organization
Chief
Executive
Sales Director
Operational
Manager
Sales Expert1
(act as PM)
Sales analyst
Sales Co-
ordinator
Sales
Manager1
Sales
executive1
Sales
executive2
Sales
executive3
Sales
Manager2
Sales
executive1
Sales
executive2
Sales
executive3
Manufacturing
Director
Manager1
Staff1
Staff2
Staff3
Manager2
Staff1
Staff2
Staff3
Finance
Director
Manager1
Accountant1
Accountant2
Cashier1
Cashier2
Finance
Expert
Finance
Analyst1
Finance
Analyst2
Project
coordination
Works
in Silos
Sales Expert1
acts as PM.
All positions
coloured in
black are project
team members.
PM has little or
none Power and
authority
Part time PM
Role & no admin
staff. (act as Co-
ordinator )
Communication
happens horizontally
via functional
manager/ heads.
Functional head
controls the
Project Budget.

Supporting Project Management Roles
• Staff assistant
• Communication Co-ordinator
• Can not make or enforce decisions
Project Expeditor:
• Similar to Project Expeditor.
• Some power & authority to make
decisions.
• Reports to higher level managers.
Project
Coordinator:
Assume Matrix organization when nothing is specified.
Tight Matrix simply refer to co-located team.

Organizational structures -> Functional
Functional:
Advantages
• Highly specialized
expertise. Easier
management of specialists.
• Resource grouping by
specialties.
• Clear reporting
relationships. Team
member reports to one
supervisor.
• Well defined career path.
Disadvantages
• More emphasis of
functional speciality, result
in harming project.
• Difficulty in balancing
project versus real work.
• Slow in delivering
outcome.
• PM has little of no
authority.
• No career path in project
management.

Organizational structures -> Projectized
PM has full authority to assign priorities, apply resources, and
direct the work of persons assigned to the project.
Chief Executive
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Project Manager
Staff
Staff
Staff
Project
Coordination

Chief Executive
Finance
(Director)
Finance Expert1
Finance Expert2
Accountant1
Accountant2
Marketing Director
Staff1
Staff2
Staff3
Staff4
Sales Director
Staff1
Staff2
Staff3
Staff4
Manufacturing
Director
Staff1
Staff2
Staff3
Staff4
Reforms &
Modernization
(Executive Director)
Project Delivery
Department (Director)
Project Manager1
Project Manager2
Project Manager3
PMO (Manager)
PMO analyst1
PMO analyst2
PMO analyst3
Business Process
Dept. (Manager)
Business Analyst1
Business Analyst2
Business Process
expert1
Business Process
expert2
Solution Delivery
(Manager)
Technical Lead1
Technical Lead2
System analyst1
Programmers
New work /
enhancement is
organized by
Projects

Chief Executive
Finance
(Director)
Finance Expert1
Finance Expert2
Accountant1
Accountant2
Marketing Director
Staff1
Staff2
Staff3
Staff4
Sales Director
Staff1
Staff2
Staff3
Staff4
Manufacturing
Director
Staff1
Staff2
Staff3
Staff4
Reforms &
Modernization
Project Delivery
Project Manager1
Project Manager2
Project Manager3
PMO (Manager)
PMO analyst1
PMO analyst2
PMO analyst3
Business Process
Dept. (Manager)
Business Analyst1
Business Analyst2
Business Process
expert1
Business Process
expert2
Solution Delivery
(Manager)
Technical Lead1
Technical Lead2
System analyst1
Programmers
New work /
enhancement is
organized by
Projects
PM gets resources
from different
functions & can hire
its own.

Chief Executive
Finance
(Director)
Finance Expert2
Accountant2
Marketing Director
Staff2
Staff3
Staff4
Sales Director
Staff2
Staff3
Staff4
Manufacturing
Director
Staff2
Staff3
Staff4
Reforms &
Modernization
Project Delivery
Project Manager1
Project Manager2
Project Manager3
PMO (Manager)
PMO analyst1
PMO analyst2
Business Process
Dept. (Manager)
Business Analyst1
Business Process
expert2
Solution Delivery
(Manager)
Technical Lead1
Project
coordinator
Scheduling
Expert
Quality
Manager
New work /
enhancement is
organized by
Projects
PM gets resources
from different
functions & can hire
its own.
Team works only
on project work.
(highlighted in
black)
PM has its own
full time support
staff
PM has full control
on budget &
Resources. Fully
responsible for
outcome.
Communication
is vertical.
PMO analyst3 Business Analyst2
Business Process
expert1
Technical Lead2 System analyst1 Programmers
Finance Expert1 Accountant1 Marketing - Staff1 Sales - Staff1
Manufacturing -
Staff1
Vendor staff
Hired resource1 Hired resource2 Hired resource3 Hired resource4 Hired resource5 Hired resource6
Collocated
No home.
Duplication of work & facilitates.
In-efficient resource utilization.
Project isolation.
Projectitis

Organizational structures -> Matrix
It brings together employees & managers from different
departments to work toward accomplishing a goal.
It is a combination of functional & Projectized structures.
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff
Manager of PM’s
Project
Manager
Project
Manager
Project
Manager

Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff
Manager of PM’s
Project
Manager
Project
Manager
Project
Manager
FM may look after functional part of project; (e.g.,
decide how to do work, & distribute project work).
PM will have authority over administrative work (E.g.,
what to do, follow-up, Performance evaluation etc.)
Employees reports to two bosses.
Challenging for team members because of a confusing
role & need to report to two bosses.
Three Types
Strong Weak
Balanc
ed
Matrix:

Strong Matrix:
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff
Manager of PM’s
Project
Manager
Project
Manager
Project
Manager

Strong Matrix example:
Chief Executive
Declaration
Management
(Director)
Staff1
Staff2
Staff3
Staff4
Staff5
Staff6
Finance
(Director)
Finance Expert
Manager
Accountant1
Accountant2
Cashier1
Cashier2
Business Process
Dept. (Director)
Business
Analyst1
Business
Analyst2
Business
Architect
Business Process
expert1
Business process
exper2
Solution Delivery
(Director)
Technical Lead
System analyst1
System
Analsyst2
Programmer1
Programmer2
Programmer3
Project Delivery
Demand
Management
(Manager)
Demand
Analsyst1
Demand
Analyst2
Projects team
Program
Manager
Project
Manager1
Project
Manager2
PMO (Manager)
PMO analyst1
PMO analsyst2
• Guess who all will be the part of project team?
Finance System
upgrade Project
team

Strong Matrix example:
Chief Executive
Declaration
Management
(Director)
Staff1
Staff2
Staff3
Staff4
Staff5
Staff6
Finance
(Director)
Finance Expert
Manager
Accountant1
Accountant2
Cashier1
Cashier2
Business Process
Dept. (Director)
Business
Analyst1
Business
Analyst2
Business
Architect
Business Process
expert1
Business process
exper2
Solution Delivery
(Director)
Technical Lead
System analyst1
System
Analsyst2
Programmer1
Programmer2
Programmer3
Project Delivery
Demand
Management
(Manager)
Demand
Analsyst1
Demand
Analyst2
Projects team
Program
Manager
Project
Manager1
Project
Manager2
PMO (Manager)
PMO analyst1
PMO analsyst2
PMO analsyt1 Finance Expert Accountant1 Cashier1
Demand
analsyst1
Business
analsy1
Business
process expert
Technical Lead
System Analyst Programmer1 Programmer2
Power and authority with the
project manager
Full time PM Role & full time
admin staff.
Many characteristics of the
Projectized Organization
Project
coordinator
Scheduling
Expert

Weak Matrix:
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff

Organizational structures -> Week Matrix
Chief
Executive
Sales Director
Operational
Manager
Sales Co-
ordinator
Sales analyst
Sales Expert1
(Expeditor or
co-ordinator)
Sales
Manager1
Sales
executive2
Sales
executive3
Sales
executive1
Sales
Manager2
Sales
executive2
Sales
executive3
Sales
executive1
Manufacturing
Director
Manager1
Staff1
Staff2
Staff3
Manager2
Staff1
Staff2
Staff3
Finance
Director
Manager1
Accountant1
Accountant2
Cashier1
Cashier2
Finance
Expert
Finance
Analyst1
Finance
Analyst2
Project
coordination
Sales Expert1 acts
as a part time PM;
(as co-ordinator or
expeditor)
All positions
coloured in
black & grey are
project team
members.
PM has low
Power and
authority
Part time PM
Role & no admin
staff.
Communication
happens
horizontally
Functional
manager / head
controls the
Project Budget.

Balanced Matrix:
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Project
Manager
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff

Organizational structures -> Balanced Matrix
Chief
Executive
Sales Director
Operational
Manager
Sales analyst
Sales Expert1
Sales
coordinator
Sales Expert2
Sales
Manager1
Sales
executive2
Sales
executive3
Sales
executive1
Sales
Manager2
Sales
executive2
Sales
executive3
Sales
executive1
Manufacturing
Director
Manager1
Staff1
Staff2
Staff3
Manager2
Staff1
Staff2
Staff3
Finance
Director
Manager1
Accountant1
Accountant2
Cashier1
Cashier2
Finance
Expert
Finance
Analyst1
Finance
Analyst2

Organizational structures -> Balanced Matrix
Chief
Executive
Sales Director
Operational
Manager
Sales analyst
Sales Expert1
Sales & project
coordinator
Project
Manager
Sales
Manager1
Sales
executive2
Sales
executive3
Sales
executive1
Sales
Manager2
Sales
executive2
Sales
executive3
Sales
executive1
Manufacturing
Director
Manager1
Staff1
Staff2
Staff3
Manager2
Staff1
Staff2
Staff3
Finance
Director
Manager1
Accountant1
Accountant2
Cashier1
Cashier2
Finance
Expert
Finance
Analyst1
Finance
Analyst2
Project
coordination
Sales Expert2 acts
as a full time PM.
All positions
coloured in
black & grey are
project team
members.
Power and
authority shared
between PM &
FM.
Full time PM
Role & part time
admin staff.
Communication
happens
horizontally
PM & FM both
controls the
Project Budget.

Matrix:
Advantages:
• Efficient resource
sharing.
• Flexible & Dynamic.
• Focused on Project
Goals.
• Easy team member
reassignment.
Dis-advantage:
• Power struggle
between PM &
Functional
Manager.
• Groupities
• Excessive
Overhead.

How to overcome disadvantages of matrix structure
Close cooperation between the PM and FM.
Well defined Roles & responsibilities.
Well defined and strong multi directional communication.
Balanced distribution of authority and power between PM & FM.
Early resolution of conflicts between PM & FM.

Organizational structures -> Composite
It is a mixture of functional, matrix, and projectized type of
organization.
Involves all these structures at the various levels.
Composite
Very effective
resource
utilization
High flexibility in
meeting
requirements
Chief Executive
Functional Manager
(Sales)
Staff
Staff
Staff
Functional Manager
(Marketing)
Staff
Staff
Staff
Functional Manager
(Manufacturing)
Staff
Staff
Staff
Manager of PM’s
Project
Manager
Project
Manager
Project
Manager
Project AProject B

Organizational structures-> Authority Matrix

Organization Communications
Project management success is highly dependent on an
effective organizational communication style.
Existing communication culture will impacts projects
Electronic Communication
E-mail
Texting (text chatting)
Instant messaging (SMS)
Telephone / Fax
Social media
Video and web conferencing
• Face to face meeting, Presentation etcIn person communication

Organizational Process Assets
Existing processes, procedures & historical information.
They provide direction & guidance in planning and help
project benefit from past experiences.
Can be categories as:
Processes and procedures
E.g., QA, Procurement, HR, Change
control, Safety etc
Corporate knowledge base.
E.g., Historical records, Lessons learned
Historical information (or Data) : is a record of past projects.
Activities
Lessons
learned
WBS Reports
Risk &
response
plans
Estimates
Resources
used
PMP

Enterprise Environmental Factors
It refer to conditions, not under the control of the
project team, that influence, constrain, or direct the
project.
Organizational
culture
Organizational
structure
Governance
Government or
industry standards
Infrastructure
Geographic
distribution of
facilities
Existing human
resources
Personnel
administration

Organizational influences category
Organizational Influences can be categorized in two main categories:
Enterprise Environmental Factors:
• It influences organization, the project and its outcome
• Organizational Culture
• Organizational structure
• E.g.; PMIS:
• Scheduling software
• Configuration management System
Organizational Process Assets:
• OPA are kept in central repository, so that they can be used
whenever required by anyone.
• Processes & procedures
• Organizational Knowledge base

Enterprise Environmental Factors
Enterprise Environmental Factors:
External Enterprise
Environmental Factors:
• Government regulation
• Market conditions
• Infrastructure
• External political conditions
Internal Enterprise
Environmental Factors:
• Organizational culture
• Type of organizational
structure
• Internal political conditions
• Available resources
• PMIS (Project Management
Information system)

Organizational Process Assets:
Processes and
procedures:
• Policies
• Procedures
• Standard template
• General guidelines
• E.g., QA process,
Procurement
procedure.
Corporate knowledge
base:
• Risk register
• Lessons learned
• Stakeholder register
• Past project files
• Historical information
of projects

Organizational influences category
• EEF may or may not help your
organizations.
• These are conditions in which your
organization has to work.
• These do not fall under control of
the project or Project
management team.
• It is not easy to change the EEF.
Enterprise Env. Factors
• Help organizations to continuously
improve their process.
• Help project management teams
to learn & share the best
practices.
• OPA can be customized according
to the suitability.
• They make PM’s life easier.

Review
Why Projects are executed?
Organization influences on Projects
What is EEF & OPA?
How to work with Culture
Organizational communication
Organizational structures

Questions 1
Among following management skills, which will a project manager uses the most?
A. Leading
B. Communication
C. Influencing the organization
D. Negotiations
B. Communication is the key general management skill a project manager will use
the most. (For more information, see the introduction of Chapter 10 in the PMBOK.)
Choices A, C, and D are necessary, but communication accounts for the majority of a
project manager’s time.

Questions 2
Managing a project is best described as which one of the following?
A. Establishing direction
B. Functional controls over the project team and stakeholders
C. Consistently producing key results expected by stakeholders
D. Motivating and inspiring the project team to produce results
C. Managing has to do with consistently producing key results that are expected by
stakeholders. (For more information, see section 1.2.1.2 in the PMBOK.)
Choices A and D describe the leadership processes a project manager must possess,
therefore they are wrong. Choice B is incorrect as it describes the functional
management position over project team members.

Questions 3
Anand is the project manager of the CRM Project. His organization is a classic
functional environment. His level of authority as a project manager can be best
described as which of the following?
A. Low
B. Moderate
C. Balanced
D. High
A. Anand will most likely have a low amount of authority in a functional
organization structure. (For more information, see section 2.3.3 in the PMBOK)
Choices B and C are incorrect because they describe the matrix structures. Choice D
is incorrect since it is relevant to a projectized structure.

Questions 4
Project team members are most likely to work full-time on a project in which of the
following organizational structures?
A. Functional
B. Weak matrix
C. Strong matrix
D. Projectized
D. Projectized structures often have project team members assigned to the project
on a full-time basis.(For more information, see section 2.3.3 in the PMBOK.)
Choices A, B, and C are incorrect since these structures have part-time project
teams.

Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions

Project Life Cycle
Project life cycle
Characteristics of Project life cycle
Project Phases
Various Project Life Cycles
Review
Questions and answers

Starting
Organizing
& Planning
Carry out
work
Closing
PMI’s Generic Project Life Cycle & Project Phases
A project life cycle is a collection of project phases. It is
a performing organizations or departments project
methodology.
Project phase is a collection of logically related project
activities that results in one or more deliverables.
These are industry specific.

Project life cycle
• What you need to do to do the workProject life cycle
• What you need to do to manage the work
Project Management
Processes
What work will be performed in each phase
What deliverables will be produced & when
Who is involved in each phase
How management will control and approve work of each phase

Software development project phases
PMI’s Generic Life Cycle & Project Phases
Project phase is a collection of logically related project
activities that results in one or more deliverables.
These are industry specific.
Initiation Planning Design Build Test
Implemen
tation
Handover
Construction project phases
Feasibility Planning Design Construction Testing Handover

Project life cycle
A project life cycle is a collection of project phases.
Can be referred as performing organizations or
departments project methodology.
• Predictive Life cycle (Waterfall or traditional life cycle)Plan Driven
• Iterative, incremental or adaptive lifecycleChange Driven
Predictive Iterative & Incremental Adaptive

Predictive life cycle
Used when product to be deliver is well understood
Sequential or overlapping phases
Scope, Time & Cost is calculated in the early in the project lifecycle
Construction Project
– Predictive life cycle

Iterative & Incremental
Used when organization need to manage changing objective & scope; partial delivery is beneficial
High level vision is developed for the product; scope is elaborated one iteration at a time
Increment successively, to add to the functionality of the product
Product is developed both incrementally & iteratively

Adaptive
Used in rapidly changing environment, when requirement & scope is difficult to define
It involve fixed time & cost,; Scope is broadly defined & will be refined as progresses.
Scope decomposed into the set of requirements call product backlog
Iteration are rapid(2 to 4 weeks) are fixed in time and Cost (resources).
Customer can change or re-prioritize requirements in each iteration

Project Management Processes (Process group)
Initiating Planning Executing Monitoring &
Controlling
Closing
Project Management Processes includes management efforts of initiating, planning,
Executing, Monitoring & controlling and Closing the project.
• What you need to do to manage the work
Project Management
Processes

Difference between Project Life Cycle & PM Process
Software development project:
Initiation Planning Design Build Test
Implemen
tation
Handover
Small
Project

Feasibility Planning Design Construction Testing Handover
Large construction project:
Large
Project

Feasibility Initiating
Release
planning
Releases Handover
Iteration
Large Change Driven project:
Large
Project

Project Life Cycle -> Characteristics
Starting
Organizing
& Planning
Carry out work Closing
Cost & Staffing Level

Project time impact on Variables (Cost & Risk)

In early phases
• Greater opportunity to influence the
project.
• Resource needs are usually lowest.
• Risk is highest.
• Cost of changes are lowest.
In middle phases
• Certainty of completing a project improves.
• More resources are needed.
In final phase
• Cost of changes is highest.
• Risk are lowest.

Phase to Phase relationship
• Next Phase starts only when
previous phase is completed
• Reduces uncertainty
• Eliminate options to reduce
schedule
Sequential
• Phases starts before
completion of previous
phase
• Fast tracking
• Additional Resources
• Increase Risk
• Result in Rework
Overlapping

Starts with project initiation till closure.
Can be sequential or can overlap.
Have different duration & efforts.
Has distinct focus.
Logically segmented.
Easy for management, planning & Control.
Depends on size, complexity & impact of project.

Phase to Phase relationship (from PMBOK)

Project life Cycle - Review
A project life cycle is a collection of
project phases.
Phases are collection of activities
Phase relationship (Sequential &
Overlapping)
Life Cycles - Predictive, Interactive &
Incremental, Adaptive

Questions 1
A project with much risk and reward is most likely to be accepted in which of the
following?
A. An entrepreneurial company
B. A heavily regulated company
C. A non-profit organization
D. A community
A. Projects with much risk and reward are most likely to be accepted within an
entrepreneurial organization. (For more information, see section 2.3.2 in the
PMBOK.)
Choices B, C, and D are typically more adverse to risk and likely wouldn’t accept a
project with a large amount of risk.

Questions 2
At which point is the risk of failure the least, but the consequence of failure the
highest?
A. During the early stages
B. During the middle stages
C. During the final stages
D. Risk of failure is even across all project phases
C. As the project moves closer to completion, the likelihood of risk diminishes. (For
more information, see section 2.1.1 and Figure 2-1 in the PMBOK.)
Choices A, B, and D are incorrect in regard to risk assessment in a project.

Questions 3
Which of the following describes the early stages of a project?
A. High costs and high demand for resources
B. A high demand for change
C. A high demand for project team time
D. Low costs and low demand for resources
D. Projects typically have low costs and low demand for resources early in their life
cycle. (For more information, see section 2.1.1 and Figure 2-1 in the PMBOK.)
Choices A, B, and C are incorrect statements in regard to projects.

Questions 4
The compilation of all the phases within a project equates to
____________________.
A. The project life cycle
B. The product life cycle
C. Project completion
D. Project processes
A. The project life cycle is comprised of all of the project phases within a
project.(For more information, see section 2.1.1 in the PMBOK)
B describes the life of many projects that create a unique product or service. C and
D are incorrect since they do not accurately describe the project life cycle.

What is stakeholder?
What is Project Team?
What is Project Management Team?
What is Project Governance?
Project success?
Review
Sample Questions

Project stakeholders
Stakeholder:
Stakeholder is an individual, group, or organization who
may affect, be affected by outcome of a project.
Stakeholders may be actively involved in the project
May have interests that may be positively or negatively
affected by outcome of the project.
Different stakeholders may have competing
expectations that might create conflicts within the
project

A stakeholder has varying level of responsibility
& it changes during project life cycle
Stakeholders identification is a continuous
process.
Stakeholder management is an important part
of the PM responsibility

Sponsor Customer &
users
Seller
Business
Partners
Organizational
group
Functional
Managers

Example:
Hospital Project Customs Project
Local
Community
Doctor Patient
Medical Shops Blood banks Public in general
Local Police Government
Project Team,
PM, Sponsor
Companies
(Broker, Agent
etc)
Government
entities
Community
Police
Border
Protection
Agency
Ports
Free zones Airports
Project Team,
PM, Sponsor

Project Team

Project Team Example
Consider Software development Project & you will see
below members involved in executing project work.
Business SME
Business
Users
Project
Manager
Project
coordinator
PMO Analyst
Business
Analyst
Subject
Matter Expert
Systems
Analyst
Business
Architect
Technical
Architect
Test Lead
Technical
Project Lead
Programmer
Database
Lead
Database
Programmer
Test Lead
Testing
Analyst
Tester Administrator

Project Team
Project Team
Project Management
Team
•Project Manager
•Project Management
Staff
Project Staff
Business SME
Business
Users
Business
Analyst
Subject
Matter
Expert
Systems
Analyst
Business
Architect
Technical
Architect
Test Lead
Technical
Project Lead
Programmer
Database
Lead
Database
Programmer
Test Lead
Testing
Analyst
Tester Administrator
Project coordinator
PMO Analyst

Project Team Definition
A set of individuals who support the project manager in
performing the work of the project to achieve its objectives
Project Manager is the leader.
Project Management Staff (Coordinator, expeditors)
Project Staff (Software development /testing team)
PMO (Project Management Office)
SME (Subject Matter expert)
Business Partners
User/Customer representatives
Sellers/Vendors

Project Team -> Project Management Team
The members of the project team who are directly
involved in project management activities.
May be performed or supported by a PMO.
Project Manager always leads the PM staff
Staff members performs project management tasks & administrative
functions.
Each staff may have specific roles (Tracking Risk & issues,
communications, Schedule management)
Mostly needed to manage large & complex projects.

Project Team -> Project Staff
The members of the team who carry out the work of
creating the project deliverables.
They are execution team. Perform majority of actual work.
Create deliverables.
Various sub-teams based on skills may be involved to
perform daily task (Design, Coding, testing etc)
Participation of Project staff in planning process, strengthen
project commitment

Project Team -> Key Members/Team
SME Customer &
users
Seller
Business
Partners
Organizational
group

PMO
An organizational structure that standardizes project-
related governance processes & facilitates sharing of
resources, methodologies, tools, & techniques.
Facilitates resource sharing, provide training
PMO may provide as PM staff.
Using PMO staff will bring in consistent standards for projects.

Subject Matter Expert (SME)
A subject-matter expert (SME) or domain expert is a
person who is an authority in a particular area or topic.
Provide expert advise & help perform project activities.
Roles/expertise depends on the project.
SME can be part time or full time.
SME can be insourced/outsourced.

Business Partners
Business partner: Provide specialized expertise or fill a
specified role required by the organizations.
Business partner members: Members of business
partners’ organizations may be assigned as members of
the project team to ensure proper coordination
External resource assigned to project
Special relationship with enterprise sometime through certification
Roles: Installation, customization, training or support

User/Customer representatives
User/Customer representatives:
• Member of organization who will accept deliverable
or product of the project.
Seller:
• Sellers, also called vendors, suppliers, or contractors
• If the sellers bear a large share of the risk for
delivering the project’s results, they may play a
significant role on the project team.

Project team composition
It is based on factors such as:
• Organizational culture, Scope & Location.
• The relationship between PM & the team varies
depending on the authority of PM.
Dedicated:
• Team members are assigned full time.
• Team may be collocated or virtual
• Reports directly to PM
• Mostly seen in Projectized
Organization
Part-time:
• Team members are assigned part
time.
• Partial assignment means resource
work on his regular activities along
with project.
• Controlled by Functional managers.

Project Governance
It is an oversight function that is aligned with
organization’s governance model & that encompasses
project life cycle.
Project governance is separate from Organizational governance.
PMO may play key role in project governance.
Project governance provides
Structure
Processes
Decision-making models
Tools for managing project.

Project Governance -> Examples
Project success & deliverables acceptance criteria
Communication processes & procedures
Issue escalation & resolution process
Project life cycle approach
Phase gate/review process
Change management process
Guideline to align project governance with org. strategy

Project Success
Measured in terms of completing project within
constraints of scope, time, cost, quality, resources &
risk.
The PM is responsible and accountable for setting
realistic and achievable boundaries for the project .
To accomplish project within the approved baseline.

What is stakeholder?
What is Project Team?
What is Project Management Team?
What is Project Governance?
Project success?

Questions 1
You are the project manager for your organization. Influencing your organization
requires which of the following?
A. An understanding of the organizational budget
B. Research and documentation of proven business cases
C. An understanding of formal and informal organizational structures
D. Positional power
C. An understanding of formal and informal organizational structures.
To influence an organization, a PM must understand the explicit and implied organizational
structures within an organization. (For more information, see section 2.3.3 in the PMBOK.)
Choice A is incorrect since the project manager may not even have access to an
organizational budget. B is incorrect because a proven business case may not map to every
scenario when influencing an organization. Finally, D is incorrect because positional power
may relate to only a small portion of an organization, not to multiple facets of influence.

Questions 2
All of the following are examples of stakeholders that have a positive influence on a project
except for which one?
A. Business leaders in a community affected by a commercial development project
B. Team members that will receive a bonus if the project is successful
C. Employees that prefer the older version of the software that a project is replacing
D. Functional managers that want your project to complete so their employees can
move onto other projects
C. Employees that prefer the older version of the software that a project is replacing
- The employees that do not want the deliverable of a project are negative
stakeholders. (For more information, see section 2.2 in the PMBOK.)
Choices A, B, and D are all greatly affected by the success of the projects; these are
positive stakeholders.

Questions 1
You are the project manager for the ERP Project. Your organization uses a PMO. The
primary purpose of a project office is to:
A. Support the project managers
B. Support the project sponsor
C. Support the project team
D. Identify the stakeholders
A. Support the project managers
- The PMO supports the project manager. (For more information, see section 2.3.4
in the PMBOK.)
B and C are incorrect because the project office does not support the project
sponsor and project team. Choice D is incorrect because stakeholder objectives may
vary from stakeholder to stakeholder.

Questions 2
Where can a project manager expect to receive templates?
A. Commercial databases
B. The project office
C. The project sponsor
D. PMIS
B. The project office
- is the best choice since its role is to support the project manager. (For more
information, see section 2.3.4 in the PMBOK)
Choice A, commercial databases, may be feasible, but it is not the best choice
presented. Project sponsors, choice C, are not typically going to provide the project
manager with templates. Choice D, project management information systems, may
have project templates available, but the project office is the best choice presented.

Thank You!
To Learn Project Management, Contact Anand Bobade (055 5932004)
•nmbobade@gmail.com
•https://ae.linkedin.com/in/anandbobade
•http://www.slideshare.net/anandbobade
•Conduct Online training, Corporate Training, evening & weekend workshops.
Free learning resources
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PMP Chap 2- Org. Influence and Project Life Cycle

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PMP Chap 2- Org. Influence and Project Life Cycle