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HomeBlogProject ManagementProjects in Business Environments
Projects do not float in space; they actually operate in a business environment. Key factors influencing the Projects are Organizational Process Assets (OPA’s) and Enterprise Environmental Factors (EEF’s). OPAs may further be categorized into two main categories as Processes, Policies, Procedures and Corporate Knowledge Base. On the other hand, the EEF’s are further categorized in two major categories- Internal EEF’s and External EEF’s. A promising way to attain a deeper understanding of project management is through a PMP exam prep course.
As per PMBOK Guide® – Sixth Edition, Internal EEF’s are further described as
*Courtesy of PMBOK® Guide – Sixth Edition Page# 38
As per PMBOK Guide® – Sixth Edition, External EEF’s are further described as-
*Courtesy of PMBOK® Guide – Sixth Edition Page # 39
On the other hand, we have Organizational Process Assets. OPAs consist of the plans, processes, policies, procedures, and knowledge bases owned by the specific performing organization, which varies organization to organization widely. These assets have a huge impact on, the way projects are managed in any given organization. OPAs may further be categorized as:
The second category of the above listed is updated throughout the Project Life cycle according to the Project information as & when required; these typically include lessons learned, metrics & issues related to performance as well as financial performance information.
On the other hand, the first category of the OPAs are generally untouchables due to their development & enforcement by top management or PMO (usually from outside the Project) & may only be updated through proper procedural provisions enforced by the concerned entities.
Any organization’s OPAs are utilized throughout the Project Life cycle so expect the involvement of OPAs in all Process Groups (Initiating, Planning, Executing, Monitoring, and Controlling and Closing) throughout the Project. The Organizational Process Assets usually include but are not limited to- Guidelines, policies, methods and procedures, templates, lists, sample agreements, Change control procedures, Traceability matrices, deliverables or result verification and validation procedures etc.
Organizations are composed of various systems which are the basic building blocks of any organization. Governance is one of these systems which exists as organizational or structural arrangements at various levels of the organization, these systems exist & function as frameworks which may contain Rules, Policies, Procedures, Norms, Relationships, Systems, and Processes etc. this list doesn’t exhaust here & may contain many other components.
According to PMBOK Guide® – Sixth Edition, a number of organizational structures may be implemented as per the requirements of an organization. These various types may include:
Organic or Simple, Functional (centralized), Multi-divisional (may replicate functions for each division with little centralization), Matrix – strong, Matrix – weak, Matrix – balanced, Project-oriented, (composite, hybrid), Virtual, Hybrid, PMO
*Courtesy of PMBOK® Guide – Sixth Edition Page # 47
To standardize Project Management practices organization-wide, an independent organizational structure is created with the name of Project Management Office (PMO) which enables standardized methodologies, tools, techniques, and facilitation of shared resources. Based on responsibilities PMO may be of following different types:
The spread of the PMO office’s responsibilities depends on organization’s needs as well as the view of top management towards the necessity & involvement. As the PMO plays a vital role in Projects delivery organization-wide so the typical responsibilities played by a PMO are:
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