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The second chapter project operating environment
- 2.1 Overview
- 2.2 Enterprise Environmental Factors
- 2.2.1 environmental factors cause the internal organization
- 2.2.2 Organization of external environmental factors cause
- 2.3 Organizational Process Assets
- System 2.4 organizations
2.1 Overview
2.2 Enterprise Environmental Factors
2.2.1 environmental factors cause the internal organization
Geographical distribution of organizational culture, structure and governance, facilities and resources, infrastructure, IT software, resource availability, staff capacity.
2.2.2 Organization of external environmental factors cause
Market conditions, and problems affecting social and documents, legal restrictions, commercial databases, academic research, government or industry standards, financial considerations, physical environmental factors.
2.3 Organizational Process Assets
- Processes, policies and procedures (by other than the post of Project Management Office (PMO) or project
completion energy sector) - Organizational knowledge base (in conjunction with project information throughout the project and updated)
2.3.1 processes, policies and procedures
- Initiation and planning
- Guidelines and standards
- Specific organizational standards
- Product and project life cycle
- template
- Pre-approved list of vendors and various types of contract agreements
- Execution, monitoring
- Change control procedures
- Traceability Matrix
- Financial control procedures
- Problems and defects management program
- Availability, control and distribution management of resources
- Organizational requirements for communication
- Prioritize work
- template
- Standardized guidelines, work instructions, evaluation criteria, and performance measurement criteria proposal
- ending
- Project closure guidelines or requirements
2.3.2 Knowledge Organization
Configuration management databases, financial databases, historical information and lessons learned database, database management problems and defects, measure the database, the project file past projects
System 2.4 organizations
2.4.1 Overview
Optimize the tradeoff between the organization's management inspection components and systems, in order to take appropriate measures to
achieve the best results for the organization.
System factors include: elements of management, governance framework, organizational structure type.
System principle: dynamic, priority, priority components,Systems and components can not be optimized at the same time, non-linear response。
2.4.2 Organizational governance framework
2.4.2.1 governance framework
They include: rules, policies, procedures, norms, relationships, systems, process.
Impact: setting and implementation of organizational goals, risk monitoring and assessment methods, performance optimizations.
2.4.2.2 Portfolio, Program and Project Management Set
Four areas of governance: consistency, risk, performance and communication
all fields have the following functions: monitoring, control, integration and decision-making
2.4.3 Management Elements
The key functions and general management principles:
sector-based expertise and the availability of work, the organization awarded the work of powers, duties and responsibilities, with a disciplined behavior, unity of command principle of unified leadership principles, the overall objectives of the organization take precedence over personal goals, pay reasonable compensation, resource optimization use, open channels of communication, at the right time for the right people using the right materials to do the right thing (nonsense), fair and equitable treatment of all employees, a clear job security responsibilities, to ensure that employees security, allow any employee to participate in planning and implementation, maintain employee morale
2.4.4 Organizational Structure type
2.4.4.1 Organization type
Considerations 2.4.4.2 organizational structure choice
Consistent with organizational goals, professional competence, the ability to control the degree of efficiency and effectiveness, clear decision-making channels upgrade, clear lines of authority and scope of delegation of authority, responsible for the final distribution, distribution of responsibilities, design flexibility, simple design , the implementation of efficient, cost considerations, physical location, clear communication.
Structure type and the person in charge :
system or simple: no
Functions: functional managers
multisectoral: Functional Manager
Matrix - Strong: Project Manager
Matrix - Weak: functional managers
Matrix - equilibrium: the project manager or functional manager
Project-oriented: Project Manager
Virtual: the project manager or functional manager
mixed: the project manager or functional manager
PMO: Project Manager
2.4.4.3 Project Management Office
- Supportive
- Control type
- Command type
in order to ensure the project meets the organization's business goals, PMO may be entitled to act as important stakeholders and key decision makers in the life cycle of each project.
One of the main functions of the PMO is to provide support to the project manager in various ways.
