PROJECT ENVIRONMENT

Chapter- 02
 PROJECT Projects exist and operate in environments that
ENVIRONMENT may have an influence on them and can have a
favorable or unfavorable impact on the project.

Major categories are

• Enterprise Environmental Factors (EEFs):
Outside the project and the enterprise
• Organizational Process Assets (OPAs):
Internal to the organization.

2
 ENTERPRISE ENVIRONMENTAL FACTORS (EEFs)
• Refer to conditions, not under the control of the project team, that influence,
constrain, or direct the project.
• Enhance or constrain project management options
• Can be internal and/or external to the organization.
Internal EEF
• Organizational culture, structure
and governance,
• Geographic distribution of
facilities,
• Resource availability
• Employee capability
• IT software
External EEF
• Marketplace conditions,
• Legal restrictions,
• Commercial databases,
• Government or industry
standards,
• Social and cultural influences
• Financial considerations
33
 ORGANIZATIONAL PROCESS ASSETS (OPAs)

• Plans, processes, policies, procedures, and knowledge bases specific to and used by
the performing organization.
• The project team members may be able to update to it.
• grouped into two categories:
o Processes, policies, and procedures; and
o Organizational knowledge bases
• OPAs include the organization’s lessons learned and historical information, completed
schedules, risk data, templates, earned value data etc.

44
 DIFFERENCES

EEF OPA

May or may not help the organization Help organization to continuously improve

These are the condition the organization Help the project teams to share the best
has to work practices

Not under the control of the project team Can be customized according to suitability

55
 ORGANIZATIONAL
STRUCTURES Functional
Functional Organization
Matrix
Matrix Organization
• Weak Matrix
• Balanced Matrix
• Strong Matrix Project-oriented
Project-oriented Organization
Project Managers influence
Hybrid Organization Authority, Resource availability, Budget management,
PM role and Administrative stuff.

6
INFLUENCE OF ORGANIZATION STRUCTURE ON PROJECTS

PMBOK Guide 5th Edition

77
 ORGANIZATIONAL
CONSIDERATIONS FOR AGILITY Organizational change management covers the
skills and techniques for influencing changes that
support agility. The recommendations offered
• Models for describing change dynamics,
• Framework for achieving change, and
• Application of change management practices
at the project, program, and portfolio levels.

8
PROJECT MANAGEMENT
OFFICE (PMO)
Centralizes and standardizes the
management of projects
• Managing Shared resources
• Identifying and developing project management
methodology, best practices and standards
• Coaching, mentoring, training and oversight
• Monitoring compliance
• Developing and managing project policies,
procedures and templates
• Coordinating communication across projects
9
 FORMS OF PMO

Supportive Controlling Directive

• Act like consultant • Force project to follow • Act like Project

• Templates, best PMO rules Manager
practices, training, • Rules may be • High control
access to information, management framework
and lessons learned and methodologies
• Project may not follow • Moderate control
PMO instructions
• Low control

10
10
THE ROLE OF THE PROJECT
MANAGER
Chapter 03
 Assigned by the performing organization to
PROJECT MANAGER lead the team that is responsible for achieving
the project objectives and stakeholders’
expectations.

Distinct from that of a functional manager or

operations manager.

• functional manager focuses on providing

management oversight for a functional or
business unit
• operations managers are responsible for
ensuring that business operations are efficient.

12
PROJECT MANAGER Technical project management. The knowledge,
COMPETENCES skills, and behaviors related to specific domains of
project

Leadership. The knowledge, skills, and behaviors

needed to guide, motivate, and direct a team

Strategic and business management. The ability to

see the high-level overview of the organization and
effectively implement decisions that maximize the
business value.
PMI Talent Triangle
13
 • Being a visionary
• Being optimistic and positive;
• Being collaborative;
LEADERSHIP SKILLS • Managing relationships and conflict
• Communicating
• Being respectful, courteous, friendly,
kind, honest, trustworthy, loyal and
ethical;
• Being culturally sensitive, courageous, a
problem solver, and decisive;
• Giving credit to others where due
• Being able to apply critical thinking
• Being able to build effective teams and
be service-oriented.
14
 LEADERSHIP VS. MANAGEMENT
Leadership Management
Guide, influence and collaborate Direct using positional power
using relational power
Develop Maintain
Innovate Administrate
Focus on relationship with people Focus on system and structure
Focus on long-range vision Focus on near-term goal
Ask what and why Ask how and when
Do the right things Do things right
15
 • Laissez-faire: allowing the team to make their
own decisions
• Transactional: focus on goals, feedback, and
LEADERSHIP STYLES accomplishment to determine rewards
• Servant leader: demonstrates commitment to
serve and put other people first
• Transformational: empowering followers
through idealized attributes and behaviors
• Charismatic: able to inspire and holds strong
convictions
• Interactional: combination of transactional,
transformational, and charismatic

16
 IMPLEMENTING AGILE: Four primary duties:
SERVANT LEADERSHIP 1. Shield the team from interruptions: Protect
the team from unnecessary diversions
2. Remove impediments to progress: Clear
obstacles from the team’s path that cause
delay and waste
3. Communicate (and re-communicate) the
project vision: Make goals clear so team can
align decisions with, and work toward, the
common objective
Note: Many Agile frameworks and approaches do not address 4. Carry food and water: Provide the essential
the role of the project manager.
resources a team needs to keep them
nourished and productive
PERFORMING Integration is a critical skill for project
managers. integration takes place at
INTEGRATION three different levels:
• The process level: integrate the project
processes
• The cognitive level: proficient in all of the
Project Management Knowledge Areas and
• The context level: need to be cognizant of
the project context

18
 19
19