Ch2-Environment
- 1. Project Management EnvironmentChapter 2PMP Preparation Training
- 2. ObjectivesTo be able to describe: Project life cycle Characteristics of the project phases Key project stakeholders Organizational and socioeconomic influences on the project Key management skills used in managing a project
- 3. Project Life CycleDefines the beginning and end of the project Divides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organization
- 4. Phase CharacteristicsDeliverables Tangible, verifiable work products Reviews Evaluation of deliverables and project performance Phase Exit Criteria Measurements used to determine if project should go into next phase
- 5. Characteristics of Life CycleDefines the beginning and end of the project Deliverables usually approved before work starts on the next phase Sometimes a subsequent phase is begun prior to approval of the previous phase. This is called fast tracking. Defines technical work and implementers
- 6. Characteristics of Life Cycle (cont.)Cost and staffing levels are low at the start, higher towards the end, and drop as project closes Probability of project success is low at the start of the project and gets progressively higher as the project continues Cost of changes and of error correction generally increases as the project continues
- 7. Phases and Resources UsageConcept 5% Development 20% Implement 60% Close Out 15%
- 8. Project StakeholdersIndividuals and organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failureKey Stakeholders Project manager Manages the project Customer Uses the product or service Performing organization Enterprise that does the project work Sponsor Provides financial resources
- 9. Organizational InfluencesOrganizational systems Project-based Derive income by performing projects for others Treat on-going operations as projects (management by projects) Non-Project-based No project-oriented systems in place to support project needs efficiently and effectively
- 10. Organizational Cultures & StylesShared values, norms, beliefs, and expectations Reflected in policies and procedures, view of authority relationships, etc. Directly influences the project
- 11. Organizational StructureFunctional organization – Hierarchy where each employee has one clear superior Projectized organization – Most of organization’s resources are involved in project work and report to the project manager Matrix organization – Blend of both
- 12. Organizational StructureProject Office Provides services ranging from support functions to project managers, such as training, software, templates, etc. to actually being responsible for the results of the project
- 13. Functional OrganizationSpecialists grouped by function Difficult to cross functional lines Barriers exist on horizontal information flow Functional emphasis – loyalties may impede completion Organizational Planning
- 14. Matrix OrganizationMultiple-command system Individuals from functional areas assigned on temporary basis to PM Individuals return to functional organization Careful plans and procedures needed to minimize effects of dual reporting Organizational Planning
- 15. Matrix OrganizationAdvantages Visible objectives Efficient utilization of resources Better co-ordination Better information flow Retention of home after project Disadvantages More than one boss Complex structure to control Differing priorities of PM and FM Duplication of effort Conflict Organizational Planning
- 16. Projectized OrganizationEmerges from functional when latter impedes progress Line of authority is the PM Uncertainty where to go on completion of project Tendency to retain assigned personnel too long FMs feel threatened as people are removed from their areas Organizational Planning
- 17. Organizational Structures Type PM Authority Functional None Project Expediter Low Project Coordinator Low Weak Matrix Low –> Medium Strong Matrix Medium –> High Projectized High Organizational Planning
- 18. General Management SkillsLeading Establishing direction, aligning people, motivating, and inspiring Communicating Reporting project performance; deciding how, when, in what form, and to whom Negotiating Conferring with others in order to come to terms or reach an agreement
- 19. Management Skills (cont.)Problem solving Defining the causes of problems, analyzing the problems to identify viable solutions, and selecting the best one Influencing the organization Understanding the formal and informal structures and the mechanics of power and politics and using this knowledge to get things done
- 20. Social-Economic-Environmental InfluencesProjects have positive or negative impacts on people, economics, and the environment Organizations are accountable for these impacts
- 21. Standards and regulations Project plan should reflect how standards and regulations affect the project Internationalization Consider the effect of time-zone differences, national holidays, travel requirements, teleconferencing, and political differences Social-Economic-Environmental Influences
- 22. Cultural influences Projects operate within a context of cultural norms that affect the way people and organizations interact Social-Economic-Environmental Sustainability Projects have unintended positive and negative impacts on people, the economy and the environment Organizations are increasingly accountable for project impactsSocial-Economic-Environmental Influences
- 23. SummaryReview Questions
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