Factors not under controls of projects team that influence, control, or direct the projects (Positive / Negative)
Consider as input, especially for planning process.
4. ENTERPRISE ENVIRONMENT FACTORS (EEF)
Factors not under controls of projects team that influence, control, or direct the projects (Positive / Negative)
Consider as input, especially for planning process.
INTERNAL ORGANISATION
- Organisation culture, structure, and governance
- Geographic distribution of facilities and resources
- Infrastructure
- Information technology software
- Resources availability
- Employee capability
4
EXTERNAL ORGANISATION
- Marketplace conditions
- Social and cultural influences and issues
- Legal restrictions
- Commercial databases
- Academic research
- Government or industry standards
- Financial considerations
- Physical environmental elements
5. ORGANISATIONAL PROCESS ASSETS (OPA)
Plans, processes, policies, procedures, and knowledge base specific to and used by performing organization.
Project team members may be able to update and add to the OPA as necessary throughout the project.
PROCESS, POLICY & PROCEDURES
Established within PMO, can be updated/tailored with
certain procedures.
- Initiating & Planning
Guidelines & Criteria, Organisational standards/policies, Product
and project life cycles methods & procedures, templates,
preapproved supplier list & contractual agreements
- Executing, Monitoring & Controlling
Change control procedures, traceability matrix, Issue and defect
management procedures, Validation procedures
- Closing
Project closure guidelines / requirements
5
ORGANISATIONAL KNOWLEDGE BASES
Repositories for storing and retrieving information
Configuration management knowledge: software/hardware version,
Financial data repositories, Historical data and lesson learned
repositories, Previous project files, issue and defect status
6. ORGANISATIONAL SYSTEM
Projects operate within the constraints imposed by the organization through their structure and
governance framework.
PM needs to understand where responsibility, accountability, and authority reside within organization.
This will help PM to use PM’s power, influence, competence, leadership & capability to successfully
complete the project.
ORGANISATIONAL GOVERNANCE FRAMEWORK
Framework within which authority is exercised in organisations.
- Rules, Policies, Procedures, Norms, Relationship, System & Process
This framework influences:
- How objectives of the organisation is set and achieved
- How risk is assessed and monitored
- How performance is optimised.
More to read: Governance of Portfolios, Programs, and Projects: A Practice Guide
MANAGEMENT ELEMENTS
Component that compromise the key functions or principal of general management in
organisation.
Ex: Division of work, discipline of action, unity of command, unity of direction, fairness,
security of work, equal treatment, etc
7. ORGANISATIONAL
SYSTEM
ORGANISATIONAL STRUCTURE
TYPES
It’s a trade-off, factors to be considered:
- Degree of alignment with organisational
objectives
- Specialisation Capability
- Span of control, effectiveness & efficiency
- Clear path of escalation and decision
- Clear line and scope of authority
- Delegation capabilities
- Accountability assignment
- Responsibility assignment
- Adaptability of design
- Simplicity of design
- Efficiency of performance
- Cost consideration
- Physical location
- Clear communication
8. ORGANISATIONAL SYSTEM
PROJECT MANAGER OFFICE
An organisational structure that
standardise the project-related
governance process and facilitates the
sharing of resources, methodology,
tools and techniques.
Responsibility can range from
supporting function to direct
management of one or more projects.
Primary Functions:
- Managing share resources among projects
- Identify & develop projects methodology
and standards
- Coaching, mentoring, training, & Oversight
- Monitoring compliances for projects audit
- Developing project policies, procedures,
templates, or other documentation (OPA)
- Coordination among projects
PMO ROLE
SUPPORTIVE
- Consultative Role : template, best practices,
training, access to information, & lesson learned.
- Project repository
- Low control
CONTROLING
- Moderate control
- Provide support & require compliance:
adoption frameworks/methodologies; use specific
templates, form and tools; conformance to
governance framework
DIRECTIVE
- Directly managing projects
- PM assigned by and report to PMO
- High control
