Project Management Environment Projects take place within environments

Project Management Environment Projects take place within environments that can greatly impact on the manner in which the project is executed and the achievement, or not, of the project’s objectives and success measures Success occurs when the – ü expectations of the project sponsor or client are met ü agreed project objectives have been met ü business outcomes have been realised ü timeframe and budget have been delivered ü quality and scope requirements have been delivered

Project Management Framework Stakeholder Engagement Communication Time Risk Quality Cost Human Resources Scope Procurement

Project Management Environment Experience Methodology Stakeholder Engagement Communication Time Policies Standards Risk Regulations Skills Procedures Quality Cost Scope Human Resources Organisational Maturity Procurement Industry

PMBOK – Project Lifecycle 5 Process Groups Monitor Initiation Planning Execution Close Control Project management processes ensure the effective flow of the project throughout its existence. The processes encompass the tools and techniques involved in applying the 9 knowledge areas Figure 3 -1 Project Management Process Groups (PMBOK 5 th edition)

Other Lifecycles and Methodologies • Many organisations and industries have different project management methodologies and lifecycles • It is critical to be flexible in the application of project lifecycles and methodologies and to work within the policies and procedures of the organisation • It is important to develop a common language and understanding within the project team during the planning process 1 5 2 4 3

Methodologies vs Standards Methodologies

PMBOK Project Initiation Processes Monitor Initiation Planning – Develop Project Charter – Develop preliminary scope statement – Identify stakeholders Execution Control Close

PMBOK Project Planning Processes Monitor Initiation Planning Execution Close – Develop Project Management Plan Control – Plan and define project scope – Create the Work Breakdown Structure – Estimate resources, budget and timeframes – Develop the project schedule – Identify risks and develop risk management plans – Plan and determine communication approach

PMBOK Project Execution Processes Monitor Initiation Planning Execution – Direct and manage project execution – Perform quality assurance – Assemble and develop the project team – Acquire project resources – Distribute information on project progress and issues Control Close

PMBOK Project Monitoring and Controlling Monitor Initiation Planning Execution – Manage the project team – Validate and control project scope Control – Monitor and manage the project schedule – Monitor and manage project budget – Undertake quality control activities – Engage stakeholders and project sponsor – Report on project performance and status – Monitor and control risks and issues Close

PMBOK Project Closure Processes Monitor Initiation Planning Execution – Close project – Review project against success measures – Transition from project to business as usual Control Close

Enterprise Environmental Factors These are conditions not under the control of the project team that influence, constrain or direct the project. May have a positive or negative outcome. You will see these as input in many PMBo. K processes. PMBo. K Guide – 5 th Edition

Enterprise Environmental Factors These can greatly influence the success of any project, examples – üOrganisational culture, structure and processes üGovernment or industry standards and regulations üExisting human resources and personnel policies üStakeholder risk tolerances üEstablished communication and approval channels üInfrastructure and facilities üProject management information systems üPolitical and economic climate üLevel of project management maturity PMBo. K Guide – 5 th Edition

Organisational Process Assets Plans, processes, policies, procedures and knowledge bases specific to and used by the performing organisation. Include formal and informal. Knowledge bases include lessons learnt. PMBo. K Guide – 5 th Edition

Organisational Process Assets Project History Approval Procedures Quality Procedures Status Reporting Procedures Policies & Procedures Project Lessons Learned HR Policies & Procedures Procurement Guidelines Project Management Tools Risk and Issue Logs Standards Past Project Statistics Risk Management Guidelines Project Review Guidelines Project Management Tools Templates Post Implementation Review Guidelines Project Management Methodology

Organisational Influences • Organisational culture, style and structure influence how projects are performed • The degree of project management maturity is particularly critical • Internal project management systems, methodologies and frameworks are important • Influences can be both internal and external PMBo. K Guide – 5 th Edition

Organisational Culture and Style Organisational culture is an enterprise environmental factor that can manifest in many ways, examples – üShared vision and values üCommon norms, beliefs and expectations üPolicies, methods and procedures üView of authority relationships üWork ethic and work hours PMBo. K Guide – Fifth Edition

External Factors and Influences Supplier & Partner Structures Economic Climate Scientific Advances Legislation Technological Advances Political Climate Regulations Standards Labour Market Public Opinion Local & International Conditions Competitor Actions

Organisational Structure Organisational structure can greatly impact how projects are conducted Organisational Structure vs Project Characteristics Functional Weak Matrix Balanced Matrix Strong Matrix Projectized Project Manager’s Authority Little or None Low to Moderate to High to Almost Total Resource Availability Little or None Low to Moderate to High to Almost Total Functional Manager Mixed Project Manager’s Role Part-time Full-time Project Management Administrative. Staff Part-time Full-time Control of Project Budget PMBOK 5 th edition – Table 2 -1

Influences of Organisation Size There is normally considerable task specialisation in large organisations, coupled with formal processes for delegating authority, business planning and managing performance In small organisations people often need to assume many roles and manage several functional areas. Management processes are often less formal