Project Management

ORGANIZATIONAL
INFLUENCES
 Organizational Influences on Project Management
2

1. Organizational Structures
2. Project Team

Source: PMBOK® Guide 5th Edition (Page 19) 2

 Organizational Structures
3

 Organizational structure is an enterprise environmental factor, which

can affect the availability of resources and influence how projects are
conducted.
 Organizational structures range from functional to projectized, with a
variety of matrix structures in between.
 Next illustration shows key project-related characteristics of the major
types of organizational structures.

Source: PMBOK® Guide 5th Edition (Page 21) 3

 Influence of Organizational Structures on Projects
4

Source: PMBOK® Guide 5th Edition (Page 22) 4

 Functional Organization
5

Functional organization. A hierarchical organization where each employee has one clear
superior, and staff are grouped by areas of specialization and managed by a person with
expertise in that area.
Source: PMBOK® Guide 5th Edition (Page 22) 5
 Weak Matrix Organization
6

Weak matrix. An organizational structure which maintain many of the

characteristics of a functional organization, and the role of the project manager is more
of a coordinator or expediter.
Source: PMBOK® Guide 5th Edition (Page 23) 6
 Balanced Matrix Organization
7

Matrix organization. Any organizational structure in which the project manager

shares responsibility with the functional managers for assigning priorities and for
directing the work of persons assigned to the project.
Source: PMBOK® Guide 5th Edition (Page 24) 7
 Strong Matrix Organization
8

Matrix organization. Any organizational structure which has many of the

characteristics of the projectized organization, and have full-time project managers
with considerable authority and full-time project administrative staff.
Source: PMBOK® Guide 5th Edition (Page 24) 8
 Projectized Organization
9

Projectized organization. Any organizational structure in which the project

manager has full authority to assign priorities, apply resources, and direct the work of
persons assigned to the project.
Source: PMBOK® Guide 5th Edition (Page 25) 9
 Composite Organization
10

Composite organization. A fundamentally functional organization may create

a special project team to handle a critical project. Such a team may have many of
the characteristics of a project team in a projectized organization. .
Source: PMBOK® Guide 5th Edition (Page 26) 10
 Organizational Process Assets
11

 Organizational Process Assets. Plans, processes, policies,

procedures, and knowledge bases that are specific to and used by the
performing organization.

 Processes and Procedures

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

Source: PMBOK® Guide 5th Edition (Page 31) 11

 Corporate Knowledge Base
12
 Configuration management knowledge
bases
 Financial databases containing
information
 Historical information and lessons
learned knowledge bases
 Issue and defect management
databases
 Process measurement databases
Source: PMBOK® Guide 5th Edition (Page 28)
 Project files from previous
projects (e.g., scope, cost,
schedule, and performance
measurement baselines, project
calendars, project schedule
network diagrams, risk registers,
planned response actions, and
defined risk impact).
12
 Enterprise Environmental Factors
13
 Organizational culture, structure, and
governance;
 Geographic distribution of facilities
and resources;
 Government or industry standards
 Infrastructure
 Existing human resources
 Personnel administration
 Company work authorization systems
 Stakeholder risk tolerances
Source: PMBOK® Guide 5th Edition (Page 29)
 Marketplace conditions
 Political climate
 Organization’s established
communications channels
 Commercial databases
 Project management information
system (e.g., an automated tool, such
as a scheduling software tool, a
configuration management system, an
information collection and distribution
system, or web interfaces to other
online automated systems).
13
 Project Stakeholders
14

 Sponsor
 Customers and users
 Sellers
 Business partners
 Organizational groups
 Functional managers
 Other stakeholders

Source: PMBOK® Guide 5th Edition (Page 31-3) 14

 Summary
15

 Organizational Influences on  Project Team

Project Management  Composition of Project Teams
 Organizational Structures
 Organizational Process Assets
 Enterprise Environmental Factors
 Project Stakeholders and
Governance
 Project Stakeholders

Source: PMBOK® Guide 5th Edition (Page 19-46) 15