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ProjectManagementEnvironmentChapter2PMPPreparationTrainingObjectivesTobeabletodescribe:ProjectlifecycleCharacteristicsoftheprojectphasesKeyprojectstakeholdersOrganizationalandsocioeconomicinfluencesontheprojectKeymanagementskillsusedinmanagingaprojectProjectLifeCycleDefinesthebeginningandendoftheprojectDividestheprojectintophasesthatprovidebettermanagementcontrolandtheappropriatelinkstotheongoingoperationsoftheorganizationPhaseCharacteristicsDeliverables Tangible,verifiableworkproductsReviews Evaluationofdeliverablesandproject performancePhaseExitCriteria Measurementsusedtodetermineif projectshouldgointonextphaseCharacteristicsofLifeCycleDefinesthebeginningandendoftheprojectDeliverablesusuallyapprovedbeforeworkstartsonthenextphaseSometimesasubsequentphaseisbegunpriortoapprovalofthepreviousphase.Thisiscalledfasttracking.

DefinestechnicalworkandimplementersCharacteristicsofLifeCycle(cont.)Costandstaffinglevelsarelowatthestart,highertowardstheend,anddropasprojectclosesProbabilityofprojectsuccessislowatthestartoftheprojectandgetsprogressivelyhigherastheprojectcontinuesCostofchangesandoferrorcorrectiongenerallyincreasesastheprojectcontinuesPhasesandResourcesUsageConcept 5%Development 20%Implement 60%CloseOut 15%ProjectStakeholdersIndividualsandorganizationswhoareactivelyinvolvedintheprojectandwhoseinterestsmaybepositivelyornegativelyaffectedbytheprojectsuccessorfailureKeyStakeholdersProjectmanager ManagestheprojectCustomer UsestheproductorservicePerformingorganization EnterprisethatdoestheprojectworkSponsor ProvidesfinancialresourcesOrganizationalInfluencesOrganizationalsystems

Project-basedDeriveincomebyperformingprojectsforothersTreaton-goingoperationsasprojects(managementbyprojects)

Non-Project-basedNoproject-orientedsystemsinplacetosupportprojectneedsefficientlyandeffectivelyOrganizationalCultures

&StylesSharedvalues,norms,beliefs,andexpectationsReflectedinpoliciesandprocedures,viewofauthorityrelationships,etc.DirectlyinfluencestheprojectOrganizationalStructureFunctionalorganization–HierarchywhereeachemployeehasoneclearsuperiorProjectizedorganization–Mostoforganization’’sresourcesareinvolvedinprojectworkandreporttotheprojectmanagerMatrixorganization–BlendofbothOrganizationalStructureProjectOfficeProvidesservicesrangingfromsupportfunctionstoprojectmanagers,suchastraining,software,templates,etc.toactuallybeingresponsiblefortheresultsoftheprojectFunctionalOrganizationSpecialistsgroupedbyfunctionDifficulttocrossfunctionallinesBarriersexistonhorizontalinformationflowFunctionalemphasis––loyaltiesmayimpedecompletionOrganizationalPlanningMatrixOrganizationMultiple-commandsystemIndividualsfromfunctionalareasassignedontemporarybasistoPMIndividualsreturntofunctionalorganizationCarefulplansandproceduresneededtominimizeeffectsofdualreportingOrganizationalPlanningMatrixOrganizationAdvantagesVisibleobjectivesEfficientutilizationofresourcesBetterco-ordinationBetterinformationflowRetentionofhomeafterprojectDisadvantagesMorethanonebossComplexstructuretocontrolDifferingprioritiesofPMandFMDuplicationofeffortConflictOrganizationalPlanningProjectizedOrganizationEmergesfromfunctionalwhenlatterimpedesprogressLineofauthorityisthePMUncertaintywheretogooncompletionofprojectTendencytoretainassignedpersonneltoolongFMsfeelthreatenedaspeopleareremovedfromtheirareasOrganizationalPlanningOrganizationalStructuresTypePMAuthorityFunctional NoneProjectExpediter LowProjectCoordinatorLowWeakMatrixLow–>MediumStrongMatrix Medium–>HighProjectizedHighOrganizationalPlanningGeneralManagementSkillsLeadingEstablishingdirection,aligningpeople,motivating,andinspiringCommunicatingReportingprojectperformance;decidinghow,when,inwhatform,andtowhomNegotiatingConferringwithothersinordertocometotermsorreachanagreementManagementSkills(cont.)ProblemsolvingDefiningthecausesofproblems,analyzingtheproblemstoidentifyviablesolutions,andselectingthebestoneInfluencingtheorganizationUnderstandingtheformalandinformalstructuresandthemechanicsofpowerandpoliticsandusingthisknowledgetogetthingsdoneSocial-Economic-Environmental

InfluencesProjectshavepositiveornegativeimpactsonpeople,economics,andtheenvironmentOrganizationsareaccountablefortheseimpactsStandardsandregulationsProjectplanshouldreflecthowstandardsandregulationsaffecttheprojectInternationalizationConsidertheeffectoftime-zonedifferences,nationalholidays,travelrequirements,teleconferencing,andpoliticaldifferencesSocial-Economic-Environmental

InfluencesCulturalinfluencesProjectsoperatewithinacontextofculturalnormsthataffectthewaypeopleandorganizationsinteractSocial-Economic-Envir