Project-Management-Module-2.pdf

Project Management First Semester SY 2024-2025 MINERVA P. PANGANIBAN, MBA Instructor  The Environment in Which Projects Operate LEARNING OUTCOMES: At the end of this module, you are expected to: 1. Explain the two factors influencing the environment in which the...

Project Management First Semester SY 2024-2025 MINERVA P. PANGANIBAN, MBA Instructor  The Environment in Which Projects Operate LEARNING OUTCOMES: At the end of this module, you are expected to: 1. Explain the two factors influencing the environment in which the projects operate 2. Know the organizational systems function and role in a project Projects exist and operate in environments that may have an influence on them. These influences can have a favorable or unfavorable impact on the project. 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. EEFs may have an impact at the organizational, portfolio, program, or project level. EEFs refers to conditions not under the control of the project team and it could Internal and External. Project Influences 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. These conditions can be internal and/or external to the organization. EEFs are considered as inputs to many project management processes, specifically for most planning processes. These factors may enhance or constrain project management options. In addition, these factors may have a positive or negative influence on the outcome. EEFs vary widely in type or nature. These factors need to be considered if the project is to be effective. EEFs include but are not limited to the factors described in Sections 2.2.1 and 2.2.2.  Examples of internal EEF’s Organizational culture, structure, and governance Geographic distribution of facilities and resources Infrastructure Information technology software Resource availability Employee capability  Examples of External EEF’s Marketplace conditions Social and cultural influences and issues Legal restrictions Commercial databases Academic research Government or industry standards Financial considerations Physical environmental elements  ORGANIZATIONAL PROCESS ASSETS OPAs are internal to the organization. These may arise from the organization itself, a portfolio, a program, another project, or a combination of these. Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases. Processes, policies, and procedures are not updated as part of the project work and usually established by the project management office (PMO). However, these can be updated only by following the appropriate organizational policies associated with updating processes. Organizational knowledge bases are updated throughout the project with project information  Examples of OPA’s (Processes, Policies and Procedures) Guidelines and criteria for tailoring Change control procedures Specific organizational standards such as policies Traceability matrices Product and project life cycles, and methods and procedures Financial controls procedures Issue and defect management procedures Templates Preapproved supplier lists and other contractual Resource availability agreements.  Examples of OPA’s (Organizational Knowledge Repositories)  Configuration management (version of software & hardware components)  Financial data repositories (contains info. such as labor hours, incurred costs, budgets, etc)  Historical information and lessons learned (project records and documents, etc.)  Issue and defect management data (issue & defect status)  Repositories for metrics (used to collect and make available measurement data on processes and products)  Project files from previous projects (scope, cost, schedules, etc.  ORGANIZATIONAL SYSTEMS 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 will help the project manager effectively use his or her power, influence, competence, leadership, and political capabilities to successfully complete the project. The interaction of multiple factors within an individual organization creates a unique system that impacts the project operating in that system. The resulting organizational system determines the power, influence, interests, competence, and political capabilities of the people who are able to act within the system. The system factors include but are not limited to: uuManagement elements, uuGovernance frameworks, and uuOrganizational structure types. 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 Systems are Dynamic, can be optimized, but can’t be optimized with components at same time, Systems are nonlinear in responsiveness. Systems are typically the responsibility of an organization’s management 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 Project governance refers to the framework, functions, and processes that guide project management activities in order to create a unique product 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. 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. Controlling PMOs provide support and require compliance through various means. The degree of control provided by the PMO is moderate. Compliance may include (Adoption of project management frameworks or methodologies, use of specific templates, forms, and tools, conformance to governance frameworks) Directive PMOs take control of the projects by directly managing the projects. Project managers are assigned by and report to the PMO. The degree of control provided by the PMO is high PMO is the natural liaison between the organization’s portfolios, programs, projects, and the organizational measurement systems A primary function of a PMO is to support project managers End of Lecture