PMP 2

CHAPTER TWO
 
(Source : PMBOK Guide)
Raymond Fraig
PMP,PMI-RMP, M.Sc.E., B.Eng.
All rights reserved – Raymond Fraig, PMP -01003989333 – [email protected]
Contents
 Organizational Influence on Project Management
o Organizational Cultures and Styles
o Organizational Communications
o Organizational Structures
o Organizational Process Assets (OPA)
o Enterprise Environmental Factors (EEF)
 Project Stakeholders and Governance
 Project Team
 Project life cycle
o Project Phases
o Predictive, Iterative, Incremental and Adaptive Life Cycle
 Question Samples
Organizational Influence 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 with the organization’s established
practices.
 An organization’s culture, style, and structure influence how

its projects are performed.
Organizational Cultures and Styles
 Organizations are systematic arrangements of entities (persons

and/or departments) aimed at accomplishing a purpose, which
may involve undertaking projects.
 An organization’s culture and style affect how it conducts
projects.
 Organizational culture is shaped by the common experiences
of members developing unique cultures over time by practice
and common usage.
 Examples of such experiences are: vision, mission, core
values; Regulations, policies, procedures; Motivation and
rewarding; Risk tolerances and work ethics.
Organizational Communications
 Project management success in an organization is highly

dependent on an effective organizational communication style,
especially in the face of globalization of the project
management profession.
 Organizational communications capabilities have great

influence on how projects are conducted.
 Project managers in distant locations are able to more

effectively communicate with all relevant stakeholders within
the organizational structure to facilitate decision making.
Organizational Structures
 Organizational structure is an enterprise environmental factor,
which can affect the availability of resources and influence
how projects are conducted.
 They are classified into:
o Functional
o Weak Matrix
o Balanced Matrix
o Strong Matrix
o Projectized
o Composite
# Functional Organization
o Each employee has one clear superior
o Independent work according to specialties
# Weak Matrix Organization
o The role of PM is expediter (communications coordinator)
# Balanced Matrix Organization
o PM with moderate authority
# Strong Matrix Organization
o Full time PM with considerable authority
o Full time project administrative staff
# Projectized Organization
o Full Authority for PM
o No home for staff
# Composite Organization
o May be used in transition periods
Organizational Process
Assets
 O.P.A. are the plans, processes, policies, procedures, and
knowledge bases specific to and used by the performing
organization.
 They can help the project benefit from past
experiences ,examples are:
o Standard policies, processes and procedures.
o Work instructions and guidelines.
o Corporate knowledge base.
o Project files and records.
o Templates.
o Historical information.
o Lessons learned.
Enterprise Environmental
Factors
 E.E.F. refer to conditions, not under the control of the project
team, that influence, constrain, or direct the project. examples
are:
o Organizational structure.
o Project Management Information System (PMIS).
o Commercial databases.
o Marketplace conditions.
o Infrastructures.
o Political climate.
o Economics.
o Norms , values and codes.
o Technical standards.
Project Stakeholders
 A stakeholder is an individual, group, or organization who

may affect, be affected by a decision, activity, or outcome of a
project.
Stakeholders
may have
positive or
negative
interest in
project
completion !!
 Stakeholders may exert influence over the project, its
deliverables, and the project team members.
 The project management team must identify both internal and
external stakeholders in order to determine the project
requirements and expectations of all parties involved.
 An important part of a project manager’s responsibility is to
manage stakeholder expectations, balance these interests, and
ensure that the project team interacts with stakeholders in a
professional and cooperative manner.
Project Governance
 Project governance is an oversight function that is aligned
with the organization’s governance model and that
encompasses the project life cycle.
 Project governance framework provides the project manager

and team with structure, processes, decision-making models
and tools for managing the project, while supporting and
controlling the project for successful delivery.
 PMO may act as a Project Governance Body.

Project Governance
 Examples of the elements of a project governance framework
include:
• Project success and deliverable acceptance criteria;
• Process to identify, escalate, and resolve issues that arise
• Relationship among the project team, organizational groups, and
external stakeholders;
• Project organization chart that identifies project roles;
• Processes and procedures for the communication of information;
• Project decision-making processes;
• Guidelines for aligning project governance and organizational
strategy;
• Process for review and approval for changes
Project Success
 Project success is measured in terms of completing the project
within the constraints of Scope, Time, Cost, Resources and Risk
as approved.
 The project manager is responsible and accountable for setting

realistic and achievable boundaries for the project and to
accomplish the project within the approved baselines.
Project Team
 Project Team includes; the project manager and the group of
individuals who act together in performing the work of the
project to achieve its objectives.
 Project Manager, Project Management Staff, Project Staff,
Customer Reps., Sellers, Business Partners …. Etc.
Project Life Cycle
Project Life Cycle
 A collection of generally sequential and sometimes overlapping
project phases determined by:
 the management and control needs of organization.

 organizations involved in the project.
 the nature of the project itself.
 area of application.
 Provides the basic framework

for managing the project, regardless
of the specific work involved.
Project Life Cycle
Characteristics of Project Life Cycle
**All projects can be mapped to this generic life cycle structure

Project Life Cycle
Characteristics of Project Life Cycle
Project Phases
A Project Phase is a collection of logically related project
activities that culminates in the completion of one or more
deliverables.
Phase-to-Phase
Relationships
Sequential
Overlapping
Predictive Life Cycles
 Scope, Time and cost are determined early in the project.
 Each project phase focus on a subset of project activities and

project management processes.
 The work performed in each phase is different in nature to that

in preceding and subsequent phases.
 It is preferred when the deliverable is well understood.
 They use the concept of rolling wave planning (Progressive

Elaboration) for detailing high-level plans upon execution.
Iterative & Incremental Life
Cycles
 They repeat one or more project activities as the team
understanding increases. The product is developed through a
series of repeated cycles.
 Increments successively add to the functionality of the product.
 At the end of iteration, a deliverable will be completed while
future iterations may enhance those deliverables or create new
ones.
 Planning for the next iteration is carried out as work progresses
on the current iteration’s scope and deliverables.
 Useful to reduce project complexity when managing scope
changes or when partial delivery of product is beneficial.
Adaptive Life Cycles
 Change-driven (agile) methods that are intended to respond to
high levels of change and stakeholder involvement.
 They are iterative and incremental but iterations are very rapid
and fixed in time and cost.
 At the end of each iteration, the product should be ready for
review by the customer.
 The sponsor and customer representatives should be
continuously engaged to provide timely feedback on
deliverables.
 Preferred in rapid changing environments when requirements
and scope are difficult to define in advance.
Project Management Framework
Question
All of the following are characteristics of a project EXCEPT?
A. Temporary.
B. Definite beginning and end.
C. Interrelated activities.
D. Repeats itself every month.
Answer: D
Question
One of your team members informs you that he does not know which of the many projects he is
working on is the most important. Who should determine the priorities among projects in a
company?
A. The project manager.

B. The project management team.
C. The project management office.
D. The team.
Answer: C
Question
A project manager is trying to complete a software development project, but cannot get enough
attention for the project. Resources are focused on completed process-related work and the
project manager has little authority to properly assign
resources. What form of organization must the project manager be working in?
A. Functional.
B. Matrix.
C. Expediter.
D. Coordinator
Answer: A
Question
Four Project Managers are having lunch together and discussing their projects.
Most of the time they are just complaining about how hard projects are to manage
in their company. Some complain about the stakeholders and the number of
changes they cause. Others talk about how hard it is to get people to cooperate
and perform. One project manager wants to focus on the advantages of the matrix
type organization they all work in for their projects. Which of the following would
he mentioned?
A. Improved project manager control over resources.

B. More than one boss for project teams.
C. Communications are easier.
Answer: A
D. Reporting is easier.
Question
A project manager is managing his second project. It started one month after the first and both are
going. Though his first project is small, this one seems to be growing in size every day. As each day
passes, the project manager is beginning to feel more and more in need of help. The project manager
has recently heard that there was another project in the company last year that is similar to his
second project. What should he do?
A. Contact the other project manager and ask for assistance.

B. Obtain historical records and guidance from the PMO.
C. Wait to see if the project is impacted by the growth in scope.
D. Make sure the scope for the project is agreed to by all stakeholders.
Answer: B
Question
A project manager is managing his second project. It started one month after the first and both are
going. Though his first project is small, this one seems to be growing in size every day. As each
day passes, the project manager is beginning to feel more and more in need of help. The project
manager has recently heard that there was another project in the company last year that is similar
to his second project. What should he do?
A. Contact the other project manager and ask for assistance.

B. Obtain historical records and guidance from the PMO.
C. Wait to see if the project is impacted by the growth in scope.
D. Make sure the scope for the project is agreed to by all stakeholders.
Answer: B
Question
Lessons learned are BEST completed by:
A. The project manager.

B. The team.
C. The sponsor.
D. The stakeholders.
Answer: D
Question
Consideration of ongoing operations and maintenance is crucially important to
products of projects. Ongoing operations and maintenance should:
A. Be included as activities to be performed during project closure.

B. Have a separate phase in the project life cycle, because a large portion of life
cycle cost is devoted to maintenance and operations.
C. Not be viewed as part of a project. A project is temporary with a definite
beginning and end.
D. Be viewed as a separate project.
Answer: C
Question
The project life cycle differs from the product life cycle in that the project life
cycle:
A. Does not incorporate a methodology.

B. Is different for each industry.
C. Can spawn many projects.
D. Describes project management activities.
Answer: B
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CHAPTER TWO

 Projects and project management take place in an environment

 Understanding this broader context helps ensure that work is

 An organization’s culture, style, and structure influence how

 Organizations are systematic arrangements of entities (persons

 Project management success in an organization is highly

 Organizational communications capabilities have great

 Project managers in distant locations are able to more

 A stakeholder is an individual, group, or organization who

 Project governance framework provides the project manager

 PMO may act as a Project Governance Body.

 The project manager is responsible and accountable for setting

 the management and control needs of organization.

 Provides the basic framework

**All projects can be mapped to this generic life cycle structure

 Each project phase focus on a subset of project activities and

 The work performed in each phase is different in nature to that

 It is preferred when the deliverable is well understood.

 They use the concept of rolling wave planning (Progressive

A. The project manager.

A. Improved project manager control over resources.

A. Contact the other project manager and ask for assistance.

A. Contact the other project manager and ask for assistance.

A. The project manager.

A. Be included as activities to be performed during project closure.

A. Does not incorporate a methodology.

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