Organizational Influences and Project Life Cycle

ORGANIZATIONAL INFLUENCES AND
PROJECT LIFE CYCLE

TOPICS TO BE COVERED
Organizational Influences on Project Management
Project Stakeholders and Governance
Project Team
Project Life Cycle
Organizational Influences on
Project Management
 Projects are not islands. They are the components of large entities that work to create
a unique product or service.
 Project Managers must realize and accept that their projects should be components
that support the vision of the organization where the project is being completed.
 Project Managers must also consider the legal requirements and organizational influe
nces over their projects.
Organizational Influences on
Project Management
Projects and project management take place in an environment that is broader than that of the project itself. Understanding this
broader context helps ensure that work is carried out in alignment with the organization’s goals and managed in accordance wit
h the organization’s established practices.
The organization’s level of project management maturity and its project management systems can also influence the project. W
hen a project involves external entities such as those that are part of a joint venture or partnering agreement, the project will be i
nfluenced by more than one organization.
An organization’s culture, style, and structure influence how its projects are performed. The following sections describe organiza
tional characteristics, factors, and assets within an enterprise that are likely to influence the project.
 Organizational Cultures and Styles
 Organizational Communications
 Organizational Structures
 Organizational Process Assets
 Enterprise Environmental Factors
Organizational Cultures and Styles
 Organizations are systematic arrangements of entities (persons and/or departments) aimed at ac
complishing a purpose, which may involve undertaking projects
 Organizational culture is shaped by the common experiences of members of the organization and
most organizations have developed unique cultures over time by practice and common usage.
Shared visions, mission, values, beliefs, and expectations
Regulations, policies, methods, and procedures
Motivation and reward systems;
Risk tolerance
View of leadership, hierarchy, and authority relationships
Code of conduct, work ethic, and work hours; etc.

Organizational Communications
 Project management success in an organization is highly dependent on an effective organization
al communication style, especially in the face of globalization of the project management profess
ion.
 Project managers in distant locations are able to more effectively communicate with all relevant s
takeholders within the organizational structure to facilitate decision making.
 Stakeholders and project team members can also use electronic communications (including e-m
ail, texting, instant messaging, social media, video and web conferencing, and other forms of ele
ctronic media) to communicate with the project manager formally or informally.
Organizational Structures
 Organizational structure is an enterprise environmental factor, which
can affect the availability of resources and influence how projects are
conducted
 Functional Organization
 Projectized Organization
 Weak Matrix Organization
 Balanced Matrix Organization
 Strong Matrix Organization
 Composite Organization
Functional Organization
Functional organizations are organized around the func-
tions the organization need to be performed.
Functions include: Human Resources, Information Tech-
nology, Sales, Marketing, Administration, etc.
This is the traditional structure of organizations.
The “Project Management” role will be performed by a team

member of a functional area under the management of a
functional manager. Resources are controlled and autho-
rized by functional managers.
The “Project Management” role would act more like a “Pro-

ject Co-ordinator” or “Project Expediter” who do not usually
carry the title of “Project Manager”
Project Management is considered a part-time responsibil-

ity. Authority of the “Project Manager” is very limited
Projectized Organization
Projectized Organizations are organized
around projects for maximal project manage-
ment effectiveness.
The Project Manager is given more authority

and resources control. The Project Manager is
responsible to the Sponsor and/or Senior Man-
agement. The Project Manager is usually a
full-time role.
Team members are usually co-located within

the same office / virtually co-located to maxi-
mize communication effectiveness. There can
be some functional units within organization,
however, those units are having a supportive
function only without authority over the project
manager
Matrix Organization
 Matrix Organization: Matrix Organizations are organizations with struc
tures that carries a blend of the characteristics of functional and projecti
zed organizations.
 Matrix organizations can be classified as weak, balanced or strong based on the r
elative authority of the Functional Manager and Project Manager
 If the “Project Manager” is given a role of more like “Project Co-ordinator” or “Proj
ect Expediter”, then the organization is considered “Weak Matrix”
 If the “Project Manager” is given much more authority on resources and budget sp
ending, the organization is considered “Strong Matrix”
 The differentiations between Functional Organization vs Weak Matrix and also Pr
ojectized Organization vs Strong Matrix are not very clear cut
Weak Matrix Organization
Balanced Matrix Organization
Strong Matrix Organization
Composite Organization
A composite organization blends the functional, matrix, and projectized types of organizations
t he
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ation
Interviewer #1:
- We’re looking for someone who can work with our development manager to deliver our products on time
- We have a good programming team
- They just need a little encouragement to meet their deadlines
- You’ll be expected to keep really good status meeting notes
- If you run into any trouble with the team, just kick it back to the Dev Manager, and she’ll address the problem
c Functional c Matrix c Projectized

Interviewer #2:
h t
- We need someone who can manage the whole effort, start to finish.
i g
- You’ll need to work with the client to establish goals,
- choose the team,
R
e
- estimate time and cost,
a r
- manage and track all of your decisions,
- and make sure you keep everybody in the loop on what’s going on.
u
- We expect the project to last six months.
o
Y
Interviewer #3:
- Most of the work you’ll be doing is contract work.

- You’ll put together three different teams of software engineers,
- and you’ll need to make sure that they build everything our customer needs.
- And don’t forget:
- you’ve got to stay within budget,
- and it’s got to be done on time! It’s a big job,
- and it’s your neck on the line if things go wrong.
- Can you handle that?

Organizational Process Assets
 Organizational Process Assets would include anything the organization has acquired that y
ou can use in the management of the project. They include formal and informal plans, polici
es, procedures, and guidelines. These are very important for the planning stage, irrespective of
the nature of the project
 Organizational Process Assets are the plans, processes, policies, procedures, and knowledge
bases specific to and used by the performing organization
 Organizational process assets may be grouped into two categories:
(1) processes and procedures

(2) corporate knowledge base
A knowledge base is a company's repository where all internal information is organized. It's the best option to store cust
omer data, market reports, product details, and employee documents.
Organizational Process Assets
Organizational process assets examples:
•A project manager can use existing project management templates

from previous projects conducted by the organization.
•A project manager can use previously calculated risk analysis or daily
wages etc.
Enterprise Environmental Factors
Enterprise environmental factors refer to conditions, not under the cont
rol of the project team, that influence, constrain, or direct the project.
Enterprise Environmental Factors (EEF) are any or all environmental

factors either internal or external to the Project that can influence
the Project's success. EEF includes culture, weather conditions, gov
ernment regulations, political situation, market conditions, etc., which a
re usually out of one's control.
Project Stakeholders and Governance
A stakeholder is 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.
Project Stakeholders
Project Governance
Project Success
Project Team
 The project team includes the project manager and the group of indivi
duals who act together in performing the work of the project to achiev
e its objectives.
 Project teams include roles such as:
 Project management staff
 Project staff
 Supporting experts
 User or Customer Representatives
 Sellers
 Business partner members
 Business partners
Composition of Project Teams
The composition of project teams varies based on factors such as org

anizational culture, scope, and location.
 Dedicated.
 Part-Time.
Project Life Cycle
 A Project Life Cycle (PLC) is a sequence of Project Phases (describes
a Road Map of the project work).
 At the end of every phase, there MUST be an output or deliverable; ot
herwise, the phase would have been a waste of time.
 There are many forms of PLCs, adapted to suit the Industry, nature of
the project, or even, the organization.
Project Life Cycle Vs Project Management Lifecycle
 The general difference is that project management life cycle is us

ed to define / initiate, plan, control, monitor and close the proje
ct.
 The work associated with actually building the project deliverables is
accomplished through work that is referred to as the “ project lifecyc
le”.
Characteristics of the Project Life
Cycle
 Projects vary in size and complexity. All projects can be mapped to t
he following generic life cycle structure
• Starting the project,

• Organizing and preparing,
• Carrying out the project work, and
• Closing the project.
Project Phases
 A project may be divided into any number of phases. A project phas
e is a collection of logically related project activities that culminates i
n the completion of one or more deliverables.
Example
Commission: Bring (something newly produced) into working condition.

Project Life Cycles in PM
 Four main life cycles in project management:
1. Predictive,
2. Iterative
3. Incremental
3. Agile
Predictive Life Cycles
 Predictive life cycles (also known as fully plan-driven) are ones in w
hich the project scope, and the time and cost required to deliver that
scope, are determined as early in the project life cycle as practically
possible.
Iterative and Incremental Life
Cycles
 Iterative and incremental life cycles are ones in which project phase
s (also called iterations) intentionally repeat one or more project acti
vities as the project team’s understanding of the product increases.
Adaptive Life Cycles
 Adaptive life cycles (also known as change-driven or agile methods)

are intended to respond to high levels of change and ongoing stake
holder involvement.
 In the adaptive life cycle, the overall scope of a project is broken
down into different sets of requirements or sub-projects that wi
ll be undertaken individually.
Thank you

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ORGANIZATIONAL INFLUENCES AND

PROJECT LIFE CYCLE

Shared visions, mission, values, beliefs, and expectations

Regulations, policies, methods, and procedures

Motivation and reward systems;

View of leadership, hierarchy, and authority relationships

Code of conduct, work ethic, and work hours; etc.

The “Project Management” role will be performed by a team

The “Project Management” role would act more like a “Pro-

Project Management is considered a part-time responsibil-

The Project Manager is given more authority

Team members are usually co-located within

c Functional c Matrix c Projectized

- Most of the work you’ll be doing is contract work.

c Functional c Matrix c Projectized

(1) processes and procedures

Organizational process assets examples:

•A project manager can use existing project management templates

Enterprise Environmental Factors (EEF) are any or all environmental

A stakeholder is an individual, group, or organization who may affect,

The composition of project teams varies based on factors such as org

 The general difference is that project management life cycle is us

• Starting the project,

Commission: Bring (something newly produced) into working condition.

 Adaptive life cycles (also known as change-driven or agile methods)

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