ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

ISRAR ALI

IQRA UNIVERSITY

2.1 Organizational Influences on Project Management

2.2 Project Stakeholders and Governance

2.3 Project Team

2.4 Project Life Cycle

TOPICS TO BE COVERED

2.1 Organizational Influences on Project ManagementAn organization’s culture, style, and structure influence how its projectsare performed. The following sections describe organizationalcharacteristics, factors, and assets within an enterprise that are likely toinfluence the project.

• Organizational Cultures and Styles

• Organizational Communications

• Organizational Structures

• Organizational Process Assets

• Enterprise Environmental Factors

2.1.1 Organizational Cultures and Styles

• Organizations are systematic arrangements of entities (persons and/or departments) aimed at accomplishing a purpose, which may involve undertaking projects

• Organizational culture is shaped by the common experiences of members of the organization and most organizations have developed unique cultures over time by practice and common usage

2.1.2 Organizational Communications

• Project management success in an organization is highly dependent on an effective organizational communication style, especially in the face of globalization of the project management profession.

2.1.3 Organizational Structures

• Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted

• Functional Organization

• Projectized Organization

• Weak Matrix Organization

• Balanced Matrix Organization

• Strong Matrix Organization

• Composite Organization

Functional Organization

Projectized Organization

Weak Matrix Organization

Balanced Matrix Organization

Strong Matrix Organization

Composite Organization

- We’re looking for someone who can work with our development manager

to deliver our products on time.

- We have a good programming team;

- They just need a little encouragement to meet their deadlines.

- You’ll be expected to keep really good status meeting notes.

- If you run into any trouble with the team, just kick it back to the Dev Manager,

and she’ll address the problem.

c Functional c Matrix c Projectized

Interviewer #1:

- We need someone who can manage the whole effort, start to finish.

- You’ll need to work with the client to establish goals,

- choose the team,

- estimate time and cost,

- manage and track all of your decisions,

- and make sure you keep everybody in the loop on what’s going on.

- We expect the project to last six months.

c Functional c Matrix c Projectized

Interviewer #2:

- Most of the work you’ll be doing is contract work.

- You’ll put together three different teams of software engineers,

- and you’ll need to make sure that they build everything our customer needs.

- And don’t forget:

- you’ve got to stay within budget,

- and it’s got to be done on time! It’s a big job,

- and it’s your neck on the line if things go wrong.

- Can you handle that?

c Functional c Matrix c Projectized

Interviewer #3:

2.1.4 Organizational Process Assets

• Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization

• Organizational process assets may be grouped into two categories:

(1) processes and procedures

(2) corporate knowledge base.

2.1.5 Enterprise Environmental Factors

Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project.

2.2 Project Stakeholders and Governance

A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project.

2.2.1 Project Stakeholders

2.2.2 Project Governance

2.2.3 Project Success

2.3 Project Team

• The project team includes the project manager and the group of individuals who act together in performing the work of the project to achieve its objectives.

• Project teams include roles such as:• Project management staff.• Project staff.• Supporting experts.• User or Customer Representatives.• Sellers.• Business partner members.• Business partners.

2.3.1 Composition of Project Teams

The composition of project teams varies based on factors such as organizational culture, scope, and location.

• Dedicated.

• Part-Time.

2.4 Project Life Cycle

• A project life cycle is the series of phases that a project passes through from its initiation to its closure.

2.4.1 Characteristics of the Project Life Cycle

• Projects vary in size and complexity. All projects can be mapped to the following generic life cycle structure

• Starting the project,

• Organizing and preparing,

• Carrying out the project work, and

• Closing the project.

2.4.2 Project Phases

• A project may be divided into any number of phases. A project phase is a collection of logically related project activities that culminates in the completion of one or more deliverables.

2.4.2.1 Phase-to-Phase Relationships

• When projects have more than one phase, the phases are part of a generally sequential process designed to ensure proper control of the project and attain the desired product, service, or result.

• Sequential relationship.

• Overlapping relationship.

Sequential relationship.

Overlapping relationship

2.4.2.2 Predictive Life Cycles

• Predictive life cycles (also known as fully plan-driven) are ones in which the project scope, and the time and cost required to deliver that scope, are determined as early in the project life cycle as practically possible.

2.4.2.3 Iterative and Incremental Life Cycles

• Iterative and incremental life cycles are ones in which project phases (also called iterations) intentionally repeat one or more project activities as the project team’s understanding of the product increases.

2.4.2.4 Adaptive Life Cycles

• Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement.