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Engineer
Mohamed Esmat Abdelrazek
PMP
Project Management
professional
Organizational Influences on Project Management
The organizational culture, style, and structure influence how
projects are performed.
An organization’s degree of project management maturity and
its project management systems can also influence the project
Organizational Structure
Organizational structure is an enterprise environmental
factor which can affect the availability of resources and
influence how projects are conducted
Functional organization
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
C.E.O
Weak Matrix organization
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
C.E.O
Expeditor or
coordinator
Balanced Matrix organization
Functional
manager
staff
Project
manager
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
C.E.O
Strong Matrix organization
Manager of
project managers
Project
manager
Project
manager
Functional
manager
staff
staff
Functional
manager
staff
staff
Functional
manager
staff
staff
C.E.O
organizationProjectized
Project
manager
Staff
Staff
Project
manager
Staff
Staff
Project
manager
Staff
Staff
Project
manager
Staff
Staff
C.E.O
Organizational influences on Projects
Functional
Matrix
Projectized
Weak matrix
Balanced
matrix
Strong
matrix
PM Authority
Little or
None
Limited
Low to
Moderate
Moderate To
High
High To
almost total
Resource
Availability
Little or
None
Limited
Low to
Moderate
Moderate To
High
High To
almost total
Who Controls
The Project
Budget
Functional
Manager
Functional
Manager Mixed
Project
manager
Project
manager
Let us start…….
Question :
how to formally authorize
the project?
:Answer
Develop
project charter
-
-Business Case
-Project Statement of Work
-Contract
-Devolp project charter
initiating
•Develop Project charter
• The process of developing a document that formally
authorizes a project or a phase
•Inputs
• Project statement of
work
• Business case
• Contract
• Enterprise environmental
factors
• Organizational process
assets
Tools &
Techniques
1. Expert judgment
Outputs
1. Project charter
• Statement of Work
• narrative description of products or services
to be delivered by the project contain
• Business need
• Product scope description
• Strategic plan
Business Case
• Provide the necessary information from business
standpoint to determine whether or not the project is
worth the required investment.
Enterprise Environmental Factors
Organizational culture and structure , Government or
industry standards
product standards, quality standards, and
workmanship standards),
Infrastructure (e.g., existing facilities and capital
equipment),
Existing human resources (e.g., skills, disciplines, and
knowledge, such as design,
development, law, contracting, and purchasing),
Personnel administration (e.g., hiring and firing
guidelines, employee performance reviews, and
training records),
Company work authorization systems,
Marketplace conditions,/
Organizational process assets
-Organizational policies as they
pertain to scope planning and
management
- Organizational procedures related
to scope planning and management
-Historical information about
previous projects, lesson learned
project archives
Project charter contents
-Project purpose & justification.
-Objectives and their success criteria
-High level requirements that satisfy
stakeholder needs, wants, and expectation.
- Business need, high level product
description, or product requirements.
-Assigned project manager and authority
level.
-Summary milestone schedule.
- Summary budget
- Name of sponsor or those authorizing the
project
- Functional organizations and their
participation.
-Organizational, environmental & external
assumptions.
Question :
What is the next
step?
:Answer
Identify
Stakeholder
Identify Stakeholder
• The process of identifying all people or organizations impacted by the project,
and documenting relevant information regarding their interest, involvement,
and impact on project success.
Inputs
1. Project charter
2. Procurement
documents
3. Enterprise
environmental factors
4. Organizational process
assets
Tools &
Techniques
1. Stakeholder analysis
2. Expert judgment
Outputs
1. Stakeholder register
2. Stakeholder
management strategy
Stakeholder Analysis
• A technique of systematically gathering and analyzing quantitative &
qualitative information to determine whose interests should be taken
into account throughout the project.
Output of Identify Stakeholder
• Stakeholder Register
Stakeholder Stakeholder interest(s) in
the project
Assessment of impact Potential strategies for gaining
support or reducing obstacles
Name
Contact
Information
Role in
Project
Department/
Supervisor
Company Impact Influence Main expectations
Attitude about
the project
Major requirement
• Stakeholder Management Strategy
- Defines an approach to increase the support and minimize negative impacts of
stakeholder.
- The information could be too sensitive to be shared.
- A common way of representing is by using a stakeholder analysis matrix.
QUESTIONS?
1-Which of the following is not a project?
a. Running an election campaign for a political candidate.
b. Building a bridge over a river.
c. Pilot aircraft for a United flight.
d. Writing a book on Project Management
2. Which of these is not one of the triple constraint of
a project?
A-Scope
b. Resources
c. Time
d. Cost
3-Which of the following is NOT a characteristic of a
project?
A- Constrained by limited resources
B- Planned, executed, and controlled
C- Creates a unique product or service
D- Ongoing and repetitive
4-You are managing the release of a new drug in
the market. Your role is that of a:
A- Functional Manager, because you have good functional
knowledge of the pharmaceutical industry
B- Project Manager, because you are creating a unique product
within specific time schedules
C- Operations Manager, because you have to do several repetitive
tasks
D- Program Manager, because you have to manage several
projects to do your job effectively
5-What is the purpose of a project charter?
A-To formally authorize a project or a phase and document initial
requirements which satisfy the stakeholder’s needs and
expectations.
B-To document how the project will be planned, executed,
monitored/controlled, and closed.
C-To link the project, which is going to be planned, executed, and
monitored/controlled to the ongoing work of the organization.
D-To describe the process of performing the work defined in the
project management plan in order to achieve the project’s
objectives.
6-During a planning meeting, a discussion takes
place on which resource will be assigned to perform
an activity that will be fast-tracked. As the project
manager, you decide to assign Fred to the activity.
What type of organizational structure is this?
A. Functional organization
B. Projectized organization
C. Matrix organization
D. Balanced Matrix organization
7- Who should be responsible for defining
project objective?
A- Project manager
B- sponsor
C-Project management team
D-Stakeholders
8- a difference between the requirements is
best resolved in favor for the:
A- project manager
B- stakeholders
C- sponsor
D- customer
9- which of the following is not example of a
Project?
A- Issuing monthly invoices
B- Implementation of a new Software Program
C-Design of a new department store
D- Construction of a bridge
10- in a projectized organization the project
Team
A- reportes to many bosses
B- has no loyalty to project
C- reports to functional manager
D- has no loyalty to organization
Thank you

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Session 2 PMP 4TH edition

  • 2. Organizational Influences on Project Management The organizational culture, style, and structure influence how projects are performed. An organization’s degree of project management maturity and its project management systems can also influence the project Organizational Structure Organizational structure is an enterprise environmental factor which can affect the availability of resources and influence how projects are conducted
  • 6. Strong Matrix organization Manager of project managers Project manager Project manager Functional manager staff staff Functional manager staff staff Functional manager staff staff C.E.O
  • 8. Organizational influences on Projects Functional Matrix Projectized Weak matrix Balanced matrix Strong matrix PM Authority Little or None Limited Low to Moderate Moderate To High High To almost total Resource Availability Little or None Limited Low to Moderate Moderate To High High To almost total Who Controls The Project Budget Functional Manager Functional Manager Mixed Project manager Project manager
  • 9. Let us start……. Question : how to formally authorize the project? :Answer Develop project charter
  • 10. - -Business Case -Project Statement of Work -Contract -Devolp project charter
  • 11. initiating •Develop Project charter • The process of developing a document that formally authorizes a project or a phase •Inputs • Project statement of work • Business case • Contract • Enterprise environmental factors • Organizational process assets Tools & Techniques 1. Expert judgment Outputs 1. Project charter
  • 12. • Statement of Work • narrative description of products or services to be delivered by the project contain • Business need • Product scope description • Strategic plan Business Case • Provide the necessary information from business standpoint to determine whether or not the project is worth the required investment.
  • 13. Enterprise Environmental Factors Organizational culture and structure , Government or industry standards product standards, quality standards, and workmanship standards), Infrastructure (e.g., existing facilities and capital equipment), Existing human resources (e.g., skills, disciplines, and knowledge, such as design, development, law, contracting, and purchasing), Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training records), Company work authorization systems, Marketplace conditions,/
  • 14. Organizational process assets -Organizational policies as they pertain to scope planning and management - Organizational procedures related to scope planning and management -Historical information about previous projects, lesson learned project archives
  • 15. Project charter contents -Project purpose & justification. -Objectives and their success criteria -High level requirements that satisfy stakeholder needs, wants, and expectation. - Business need, high level product description, or product requirements. -Assigned project manager and authority level. -Summary milestone schedule. - Summary budget - Name of sponsor or those authorizing the project - Functional organizations and their participation. -Organizational, environmental & external assumptions.
  • 16.
  • 17. Question : What is the next step? :Answer Identify Stakeholder
  • 18. Identify Stakeholder • The process of identifying all people or organizations impacted by the project, and documenting relevant information regarding their interest, involvement, and impact on project success. Inputs 1. Project charter 2. Procurement documents 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Stakeholder analysis 2. Expert judgment Outputs 1. Stakeholder register 2. Stakeholder management strategy
  • 19. Stakeholder Analysis • A technique of systematically gathering and analyzing quantitative & qualitative information to determine whose interests should be taken into account throughout the project.
  • 20. Output of Identify Stakeholder • Stakeholder Register Stakeholder Stakeholder interest(s) in the project Assessment of impact Potential strategies for gaining support or reducing obstacles Name Contact Information Role in Project Department/ Supervisor Company Impact Influence Main expectations Attitude about the project Major requirement • Stakeholder Management Strategy - Defines an approach to increase the support and minimize negative impacts of stakeholder. - The information could be too sensitive to be shared. - A common way of representing is by using a stakeholder analysis matrix.
  • 21.
  • 22.
  • 24. 1-Which of the following is not a project? a. Running an election campaign for a political candidate. b. Building a bridge over a river. c. Pilot aircraft for a United flight. d. Writing a book on Project Management
  • 25. 2. Which of these is not one of the triple constraint of a project? A-Scope b. Resources c. Time d. Cost
  • 26. 3-Which of the following is NOT a characteristic of a project? A- Constrained by limited resources B- Planned, executed, and controlled C- Creates a unique product or service D- Ongoing and repetitive
  • 27. 4-You are managing the release of a new drug in the market. Your role is that of a: A- Functional Manager, because you have good functional knowledge of the pharmaceutical industry B- Project Manager, because you are creating a unique product within specific time schedules C- Operations Manager, because you have to do several repetitive tasks D- Program Manager, because you have to manage several projects to do your job effectively
  • 28. 5-What is the purpose of a project charter? A-To formally authorize a project or a phase and document initial requirements which satisfy the stakeholder’s needs and expectations. B-To document how the project will be planned, executed, monitored/controlled, and closed. C-To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization. D-To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
  • 29. 6-During a planning meeting, a discussion takes place on which resource will be assigned to perform an activity that will be fast-tracked. As the project manager, you decide to assign Fred to the activity. What type of organizational structure is this? A. Functional organization B. Projectized organization C. Matrix organization D. Balanced Matrix organization
  • 30. 7- Who should be responsible for defining project objective? A- Project manager B- sponsor C-Project management team D-Stakeholders
  • 31. 8- a difference between the requirements is best resolved in favor for the: A- project manager B- stakeholders C- sponsor D- customer
  • 32. 9- which of the following is not example of a Project? A- Issuing monthly invoices B- Implementation of a new Software Program C-Design of a new department store D- Construction of a bridge
  • 33. 10- in a projectized organization the project Team A- reportes to many bosses B- has no loyalty to project C- reports to functional manager D- has no loyalty to organization