Lecture 2:

The Environment In Which Projects

Operate
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 1
 Project Influences

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 2
 Enterprise Environmental Factors
 Enterprise environmental factors refer to conditions, not under the control of the project team, that
influence, constrain, or direct the project.

 Enterprise environmental factors are considered inputs to most planning processes, may enhance or
constrain project management options, and may have a positive or negative influence on the outcome.

 Examples (Internal)
 Organizational culture, structure, and governance;
 Geographic distribution of facilities and resources;
 Infrastructure (e.g., existing facilities and capital equipment);
 Resource availability
 Employee capabilities (skills, disciplines, and knowledge)
 Government or industry standards

 Examples (External)
 Marketplace conditions;
 Social and cultural influences and issues
 Leal restrictions
 Government or industry standards

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 3
 Organizational Process Assets
 ORGANIZATIONAL PROCESS ASSETS ARE THE PLANS, PROCESSES,
POLICIES, PROCEDURES, AND KNOWLEDGE BASES SPECIFIC TO
AND USED BY THE PERFORMING ORGANIZATION

 FORMAL AND INFORMAL PLANS, PROCESSES, POLICIES,

PROCEDURES, AND KNOWLEDGE BASES, SPECIFIC TO AND USED
BY THE PERFORMING ORGANIZATION.

LESSONS LEARNED AND HISTORICAL INFORMATION NECESSARY

ORGANIZATIONAL PROCESS ASSETS MAY BE GROUPED INTO TWO

CATEGORIES:
1. PROCESSES AND PROCEDURES
2. ORGANIZATIONAL KNOWLEDGE BASES

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 4
 Difference Between OPAs & EEFs

EEFs
Org. Culture
Economy& Resources
Regulations
Society
Marketplace
OPAs
Knowledge
Processes
Plans
Bases
Procedures
Policies

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 5
 Project Management Office (PMO)
 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.
 The responsibilities of a PMO can range from providing project management support functions to the
direct management of one or more projects.

Types of PMO
 Supportive. 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. Controlling PMOs provide support and require compliance through various means. The
degree of
control provided by the PMO is moderate. Compliance may involve:
 Adoption of project management frameworks or methodologies;
 Use of specific templates, forms, and tools; and
 Conformance to governance frameworks.

 Directive. 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.

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 6
 Role of a Project Manager

Membership Responsibility
and Roles For Team

Knowledge and
Skills

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 7
 Project Manager’s Sphere of Influence

OVERVIEW THE PROJECT

 PM leads the project team to meet project’s
objectives and stakeholders’ expectations.

 Balances the competing constraints on the

project with available resources

 Communicates between the project sponsor,

team members, and other stakeholders,
provides direction and presents vision of
success

 The project manager uses soft skills (e.g.,

interpersonal skills and the ability to manage
people) to balance the conflicting and
competing goals of the project stakeholders in
order to achieve consensus.

Example of Project Manager’s Sphere of Influence

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 8
 Competencies of Project Manager

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 9
 Competencies of Project Manager

Sensitivity: Internal
[Ref: PMBoK 6th Edition (C) Project Management Institute, USA] 10