Project MGMT Framework - 1

Project Management Frame
Work
Prepared by Presented by:

Engr. Mohamed Eid , Engr. Mohamed Abdulhaq ,
PMP® PMP®
Project Management frame
work

PMP® PMP®
Organizational Influences on Project Management
An
organization’s
culture, style,
and structure
influence how its
projects are
performed

PMP® PMP®
Most organizations have developed unique cultures over time by practice
Cultures and styles
and common usage.
are develop over time
Its critical point
In defining project
⦿ Shared visions, mission, values, beliefs, and success
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; and Operating environments.
PMP® PMP®
⦿ Different types of organizational structures will have a positive or negative effect on the
effectiveness of project management in your organization.
There are
• Functional
• Matrix (Weak, Balanced, Strong)
• Projectized
* Organizational structure is an enterprise environmental factor

EEF
PMP® PMP®
Advantages
* Clearly defined career paths

* Familiar structure
* Direct supervisor reporting structure
* Employees are experts
• Disadvantages
* Employee’s job difficult to change

* Much contention for resources and project priority
* Performance reviews and promotions are functional
manager responsibility
* PM has little or no authority
* PM usually part time - no clearly defined career path for
the PM
The classic functional organization, shown in Figure 2-1, is a hierarchy where each employee has one clear superior. Staff members
are grouped by specialty, such as production, marketing, engineering, and accounting at the top level.

PMP® PMP®
• Weak matrix organizations maintain many of the characteristics of a functional organization, and the role of the
project manager is more of a coordinator or expediter.
* A project expediter works as staff assistant and communications coordinator.
* The expediter cannot personally make or enforce decisions.
* Project coordinators have power to make some decisions, have some authority, and report to a higher-level manager.

PMP® PMP®
project power and influence
is shared
Between the
project manager
and
the functional
manager
• not provide the project manager with the full authority over the
project and project funding

PMP® PMP®
Strong matrix organizations have
many of the characteristics of the
projectized organization, and have
full-time project managers with
considerable authority and full-time
project administrative staff.

PMP® PMP®
Advantages:
* Objectives remain visible
* Increased support from functional managers
* Increased control by project manager Improved flexibility
*Job remains after project is complete
*Multiple inputs on team members’ performance
Disadvantages:
*Multiple bosses
*Adds complexity
*Additional policies and procedures are necessary
*Different priorities or objectives may exist

PMP® PMP®
• The project manager has ultimate authority over the project, including the timeline, the budget,
the resources, the scope, the quality and, ultimately, customer satisfaction
PMP® PMP®
Advantages:
* Dedicated project focus

* Project loyalty
* Efficient project organization
* Efficient project communication
Disadvantages:
* Job is gone once project is complete

* NO HOME
* Job functions and facilities can be duplicated

PMP® PMP®
The composite organization consists of
elements of functional, matrix, and
projectized organizations in that a project
can be approached using any one of the
three afore mentioned methods.
Depending on the complexity of the
project, the organization may use all
three approaches on the same project.

PMP® PMP®
⦿ EXAM QUESTION
TYPES ???

PMP® PMP®
PMP® PMP®
⦿ Influence of organizational structures on
projects

PMP® PMP®
.

PMP® PMP®
⦿ Exam Tip: you may see the term 'tight matrix' on an exam question. A tight matrix
simply means that the offices for the project team are co-located in the same room.

PMP® PMP®
Organizational process assets are the plans, processes, policies, procedures, and knowledge
bases specific to and used by the performing organization.
Examples:-
* Procedures, Guidelines , policies , Specific organizational standards such as policies

(e.g., human resources policies, health safety policies, ethics policies, and project management policies),
product and project life cycles.
* Templates (e.g., risk register, work breakdown structure, project schedule network diagram,
and contract templates).
Exam Tip: * all of the above can be contained in the corporate knowledge base
* assets can include formal plans, informal plans, lessons learned,
historical information, completed schedules risk data and earned value data.

PMP® PMP®
conditions, not under the control of the project team, that influence ,
constrain, or direct the project.
Examples:-
 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*****
 Marketplace conditions;
 Stakeholder risk tolerances
 Political climate
 Organization’s established communications channels
 Commercial databases
 Project management information system****
*Exam Tip: A work authorization system is designed to ensure that work is approved before it begins,
and to ensure the work is done at the right time and in the correct sequence. Use of a work
authorization system also helps to prevent scope creep as well as gold plating.

PMP® PMP®
*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.
*Organizations use governance to establish strategic direction and performance parameters. The strategic direction
provides the purpose, expectations, goals, and actions necessary to guide business pursuit and is aligned with
business objectives.
(( Project management activities should be aligned with top-level business direction
and if there is a change, then project objectives need to be realigned ))
project based organizations (PBO's) .
The general characteristics of a PBO are outlined below:
1 Can exist in functional, matrix, or projectized organizations
2 Can diminish hierarchy and bureaucracy inside the organization because work is measured by result rather than by position or politics
3 PBO's can reference the entire company, a multi-firm consortium, or a network

PMP® PMP®
Since projects are temporary in nature, the success of the project should be measured in terms of completing
the project within the constraints of scope, time, cost, quality, resources, and risk as approved between
the project managers and senior management.
*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.

PMP® PMP®
The project team includes the project manager and the resources who act together performing the work
of the project to achieve its objectives.
Include
• Project Management Staff • Business Partners or Business Partner Members

• Project Staff: team members • Supporting Experts User or Customer Representatives
• Sellers
• Dedicated: team is usually co-located and reports directly to the project manager
•Part-Time: the functional manager usually maintain control over the team members and the resources allocated
to the project. In this case, part-time team members may be assigned more than one project at a time

PMP® PMP®
A project life cycle is the series of
phases that a project passes
through from its initiation to its
c losure.

PMP® PMP®
• Cost are low at start
• Peak as the work is carried out
•Cost of changes is lowest at the

beginning of project
•Cost of changes and correcting
errors typically increases as
project approaches completion
• Stakeholder influences ,risk ,

uncertainty
are greatest at the start of the project
• Decrease over the life of the project
* Phase-to-Phase
Relationships

PMP® PMP®
A predictive lifecycle Iterative
is also known as a plan driven or 'waterfall' approach to With an iterative or incremental lifecycle, project phases are
delivering the scope of the project. In this approach, the scope, intentionally repeated as the team's understanding of the product
time, and cost required to deliver that scope are determined increases.
as early in the project lifecycle
The product is developed through a series of repeated cycles
while the product incrementally grows at the completion of each

iteration. Each iteration incrementally builds on the deliverables
from the previous iterations until the exit criteria for the project
are met.
As a result, the work required for a given set of deliverables may

vary in duration and effort.
This approach is similar to PMI's concept of rolling wave
planning

PMP® PMP®
Adaptive
The adaptive lifecycle, also known as 'change driven' or 'agile' is designed to address high levels of
change, risk, and/or uncertainty in a project. Agile projects are also incremental and iterative, but with
the singular difference that the iterations are generally very short term; usually 2 to 4 weeks.
One of the most effective agile methods currently used in the project
management space is known as Scrum.

PMP® PMP®

Project MGMT Framework - 1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project MGMT Framework - 1

Uploaded by

Copyright:

Available Formats

Project Management Frame

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

⦿ View of leadership, hierarchy, and authority relationships.

• Matrix (Weak, Balanced, Strong)

* Organizational structure is an enterprise environmental factor

* Clearly defined career paths

* Employee’s job difficult to change

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

* Dedicated project focus

* Job is gone once project is complete

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

* Procedures, Guidelines , policies , Specific organizational standards such as policies

Prepared by Presented by:

 Organizational culture, structure, and governance;

Prepared by Presented by:

Prepared by Presented by:

Prepared by Presented by:

• Project Management Staff • Business Partners or Business Partner Members

Prepared by Presented by:

Prepared by Presented by:

•Cost of changes is lowest at the

• Stakeholder influences ,risk ,

Prepared by Presented by:

while the product incrementally grows at the completion of each

As a result, the work required for a given set of deliverables may

Prepared by Presented by:

Prepared by Presented by:

You might also like