Organizational influences on project management

• Culture
• Communication Capabilities
• Enterprise Environmental Factors
• Process Assets
• Structure
• Style

Organizational Structures

• Functional
• Matrix
• Weak Matrix
• Balanced Matrix
• Strong Matrix
• Projectized

Processes and procedures for conducting project work

• Initiating and Planning
• Executing, Monitoring and Controlling
• Closing

Stakeholders

An individual, group or organization who may affect, be affected by or perceive itself to be affected by a decision, activity or outcome of a project.  May be actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project.

Types of Stakeholders

• Sponsor
• Customers and Users
• Sellers
• Business Partners
• Organizational Groups
• Functional Managers
• Other Stakeholders
• External Groups - Government, Banks, etc

Project Governance

The alignment of the project with stakeholders' needs or objectives - is critical to the successful management of stakeholder engagement and the achievement of organizational objectives.

Project Team

• Project Management Staff
• Project Staff
• Supporting Experts
• User or Customer Representatives
• Sellers
• Business Partner Members
• Business Partners

Project Life Cycle

 The series of phases that a project passes through from the initiation to the closure.

The logical breakdown of what you need to do to produce the deliverables of the project

Predictive Life Cycle

The product and deliverables are defined at the beginning of the project and any changes to scope are carefully managed (plan-driven).

Adaptive Life Cycle

The product is developed over multiple iterations and detailed scope is defined for each iteration only as the iteration begins (change-driven).  Involves fixed time and cost, scope is broadly defined with the understanding that it will be refined as the project progresses

Generic Life Cycle Structure

• Start the Project
• Organizing and Preparing
• Carrying out the Project Work
• Closing the Project

• Cost and starting levels are low at the start, peak as the work is carried out, and drop rapidly as the project draws to a close
• May require significant expenditures to secure needed resources early in its life cycle or be fully staffed from a point very early in its life cycle
• Risk and uncertainty are greatest at the start and decrease over the life of the project as decisions are reached and as deliverables are accepted
• The ability to influence the final characteristics of the project's product without significantly impacting cost is highest at the start of the project and decreases as the project progresses towards completion 

Project Phase

A collection of logically related project activities that culminates in the completion of one or more deliverables. 

Allows the project to be segmented into logical subsets for ease of management, planning and control.

Phase to Phase Relationships

• Sequential Relationship - A phase starts only when the previous phase is complete
• Overlapping Relationship -  A phase starts prior to completion of the previous one

Iterative and Incremental Life Cycles

Develops the product through a series of repeated steps while increments successively add to the functionality of the product.  Activities from all Project Management Process Groups will be performed.  At the end of each iteration, a deliverable or set of deliverables will be completed.  Each interation incrementally builds the deliverables until the exit criteria for the phase are met, allowing the project team to incorporate feedback (change-driven).

Balanced Matrix Organization

Composite Organization

Functional Organization

Projectized Organization

Strong Matrix Organization

Weak Matrix Organization

Project Expediter

Acts primarily as a staff assistant and communications coordinator in a weak matrix or functional organization

Project Coordinator

Similar to the Project Expediter except has some power to make decisions, some authority and reports to a higher-level manager

Tight Matrix

Colocation - locating the work spaces for the project team in the same room

Enterprise Factors

Company culture and existing systems - "baggage"

This includes the company's project management information systems - automated tools such as scheduling software, configuration management system, shared workspaces, work authorization software, time-tracking software, procurement management software and repositories for historical information

Organizational Process Assets

Existing processes and procedures and historical information that provide direction and guidance in planning and help the project benefit from past company experience

Project Management Process

What you need to do to manage the work