This document discusses organizational influences on project management and the project lifecycle according to the PMBOK Guide. It covers topics such as how organizational culture, structure, communication and assets can influence projects. It also discusses project stakeholders, governance, teams and characteristics of typical project lifecycles which usually involve phases from initiation to planning, execution and closure. The document emphasizes that organizational factors and the broader environment can significantly impact project management activities.

1. Lesson 3
PMBOK Guide
Part II. Ch. 2
Pages 19-41

2. Topics
2. Organizational influence and Project Lifecycle
2.1. Organizational influence on project management
2.1.1 Organizational culture and styles
2.1.2 Organizational communication
2.1.3 Organizational structure
2.1.4 Organizational process assets
2.1.5 Enterprise Environmental Factors
2.2 Project Stakeholders and Governances
2.2.1 Project Stakeholders
2.2.2 Project Governance
2.2. 3 Projects success
2.3 Project Team
2.4 Project lifecycle
2.4.1 Characteristics of project lifecycle

3. 2. Organizational influence on
Project Lifecycle
• Projects are carried out in a larger environment than that
of their own.
• The broader environment may affect the projects in
areas of:
• Staffing,
• Managing, and
• Executing the project.

4. 2. Organizational influence on
Project Lifecycle
The following aspects of an organization can influence
PM activities:
1. Organizational Culture and Style
2. Organizational Communication
3. Organizational Structure
4. Organizational Process Assets
5. Enterprise Environmental Factors

5. 2.1.1Organizational Culture and
Style
• Organization: Systematic arrangement of entities
(persons and/or departments) aimed at achieving a
purpose.
• Culture: Norms developed by a group over time.

6. 2.1.1Organizational Culture and
Style
What includes organizational culture

7. 2.1.1Organizational Culture and
Style
Organizational Culture include:
• Shared visions, mission, values, and expectations
• Regulations, methods, policies, and procedures
• Motivation and rewards system
• Risk tolerance
• Leadership, hierarchy, and authority relationship
• Code of conduct, work ethics, and work hours
• Operating environment
E.g. as a PM you need to know who is decision maker
in an org and work closely with that person.

8. 2.1.1Organizational
Communication
 Organizational communication system plays
an important role towards the success of a
project
 Project managers spend 90% of their time
communicating
 Communication is important in decision
making throughout the project

9. 2.1.3 Influence of Organizational structure on
projects:
Functional
Role of project manager
is either that of
coordinator or expeditor
Expeditor:
works as a staff assistant
and communication
coordinator. Cannot make
decision
Coordinator:
Can enforce some
decision, have some
authority, and report to
higher level managers

10. 2.1.3 Influence of Organizational structure on
projects:
Weak Matrix
Role of project manager
is either that of
coordinator or expeditor
Expeditor:
works as a staff assistant
and communication
coordinator. Cannot make
decision
Coordinator:
Can enforce some
decision, have some
authority, and report to
higher level managers

11. 2.1.3 Influence of Organizational structure on
projects:
Balanced Matrix

12. 2.1.3 Influence of Organizational structure on
projects:
Strong Matrix

13. 2.1.3 Influence of Organizational structure on
projects:
Projectized

14. 2.1.3 Influence of Organizational structure on
projects:
Composite

15. 2.1.3 Influence of Organizational
structure on projects

16. 2.1.4 Organizational Process
Assets
• OPA refers to all the plans, process,
polices, procedures, and knowledge
specific to an organization.
• OPA can be divided into two
categories:
1. Processes and procedures
2. Cooperate Knowledge Base

17. 2.1.4 Organizational Process
Assets
1. Processes and procedures include
documents related to the following:
• Initiation
• planning
• Executing,
• monitoring & controlling
• Closing

18. 2.1.4 Organizational Process
Assets
2. Cooperate Knowledge Base include:
• Configuration management
information
• Lesson learned
• Financial data
• Issue and defect Mgmt data
• Project files for previous projects

19. 2.1.5 Enterprise Environmental
Factors
Enterprise environmental factors refer to
conditions, not under the control of the project
team
Enterprise environmental factors include, but
are not limited to:
• Organizational culture, structure, and governance;
• Geographic distribution of facilities and resources;
• Government or industry standards Infrastructure
• Existing human resources

20. 2.1.5 Enterprise Environmental Factors
Continued…
• Personnel administration
• Company work authorization systems;
• Marketplace conditions;
• Stakeholder risk tolerances;
• Political climate;
• Organization’s established communications
channels;
• Project management information system (e.g., an
automated tool, such as a scheduling software tool

21. 2.2 Project Stakeholders and
Governance
• A stakeholder is an individual, group,
or organization who may affect, be
affected, or perceive itself to be
affected by a decision, activity or
outcome of the project.
• Stakeholders may or may not be
directly involved in the project
Watch for
‘Preceive itself
to be affected’.

22. 2.2.1 Project Stakeholders
• Project Stakeholders include all the members of
the project team, and all the interested entities
inside and outside the organization.
• Stakeholders can be involved in the project at
different levels
• Some common stakeholders are:
Sponsor, users, customers, functional managers,
and business partners

23. 2.2.2 Project Governance
• Governance relates to consistent
management, policies, processes, and
decisions rights for a given area of
responsibility
• Project governance is the management
framework within which project decisions
are made.

24. 2.2.2 Project Governance
Elements of project governance are:
• Project success criteria
• Process to resolve issues arising during project
• Relationship b/w the project team, organization,
and stakeholders
• Project decision making process
• Process for phase review
• Process for review and changing project budget,
scope and time.

25. Why Project Governance?
As a project manager you have to keep the
project governance in mind and come up with
best approach to successfully implement the
project.

26. 2.2.3 Project Team
Project team is a group of individuals who act
together to achieve project objects and include the
followings:
• Project management staff (carrying the management
tasks)
• Project staff (carrying the actual work)
• Supporting experts
• User or customer representatives
• Sellers
• Business partners
Project Team members can be dedicated or par time

27. 2.2.4 Project Life Cycle
A project life cycle is the series of phases that a project
passes through from its initiation to its closure.
• The names and number of phases is based on
management and control needs of the organization,
nature of project and the application area
• Project phases can also be determined based on
financial availability, milestone achievements, and
intermediate results
• The number of phases and their nature can be
documented in project management methodology of a
particular organization

28. 2.2.4 Project Life Cycle
Continued…
• The life cycle provides the basic framework for managing
the project
• Project life cycles can range along a continuum from
predictive (plan-driven) approaches at one end to
adaptive (change-driven) approaches at the other.
• In a predictive life cycle, the product and deliverables are
defined at the beginning of the project and any changes to
scope are carefully managed. E.g Waterfall
• In an adaptive life cycle, the product is developed over
multiple iterations and detailed scope is defined for each
iteration separately. E.g Agile

29. 2.4.1 Characteristics of project
lifecycle
• Through out its lifecycle project goes through
various phases.
• Common project lifecycle phases are as follow:
• Starting the project
• Initiation and planning
• Carrying out the work, and
• Closing the project
As a project manager,
when communicating
with upper level
management you
have to talk in terms
of project phases not
the very details of the
project.

30. 2.4.1 Characteristics of project
lifecycle
Cost and Staffing
is highest at the
execution stage

31. 2.4.1 Characteristics of project
lifecycle
1. Risk is high at the
begining and lowers
towards the end.
2. Influencing the
charateristic of the
product is less costly
at the begining and
increases with time

32. Lesson 2
Wrap Up
2. Organizational influence and Project Lifecycle
2.1. Organizational influence on project management
2.1.1 Organizational culture and styles
2.1.2 Organizational communication
2.1.3 Organizational structure
2.1.4 Organizational process assets
2.1.5 Enterprise Environmental Factors
2.2 Project Stakeholders and Governances
2.2.1 Project Stakeholders
2.2.2 Project Governance
2.2. 3 Projects success
2.3 Project Team
2.4 Project lifecycle
2.4.1 Characteristics of project lifecycle