PMBOK Chapter 2 Notes
(project life cycle, organizational structure, organizational process assets, business environmental factors)
Project life cycle (Project life cycle) is a complete process from Initiating , Planning , Executing to Closing (different from PDCA iteration of project management, project has an end, management has no end) ), this is not limited to IT projects, but any project.
Example: A project received last year is about to be accepted, that is, it is about to close . The process of I was naturally under the full control of the leaders of both parties A and B. The project management plan was carefully prepared in the P stage, and each sub-project was demonstrated. The E stage began to write the design book, overall design, detailed design, and code design (tired!), but this Everything is finally over! After Closing , if the project is satisfied by the majority of stakeholders, then the project is over. By the way, and after sales? That's an aftermarket thing.
The project life cycle consists of one or more project phases (Project Phase) . A project with only one phase in it is called a single-phase project. In each stage, a complete routine of initiation - planning - execution - finishing must be carried out. Depending on how the phases are carried out in the project, they can be divided into the following two types:
Sequential _
When the previous phase ends, the next phase begins.
Example: Cleaning up an open-air barbecue battlefield. The first step is to stop the behavior of eating barbecue (you! If you haven't finished eating, go back and solve it!) The second step is to clean up the barbecue utensils. The third step is to completely remove the garbage and clean up.
Each of these steps is a small project that goes through the IPDF process (which is tiring of course). But each step is sequential.
Overlapping _
The former phase is still in progress, and the latter phase can already be started.
Example: Building a building. The first step is to design the building. The second step is to build a building. . . . . . (have a good time)
(Well, although we are still designing how to build the tenth floor, we have already designed the first floor and can start construction!)
The superficial meaning of the organizational structure is the relationship system between the superiors and subordinates of the company. For example, there is a general manager under the chairman. The general manager leads several department (functional) managers . Of course, there may be a special department - the project manager office (PMO) . The manager of this department is also a functional manager; There are several employees under the manager, and the employees of the PMO are full-time project managers (Project Managers) . It can be seen that project managers will be generated from functional managers or employees (including PMO employees).
The organizational structure actually reveals a very useful thing, that is who reports to whom (responsible). Since project managers are created among functional managers or employees, the project manager reports to the general manager when the PM is an intelligent manager, and reports to the (all relevant) functional managers if the PM is an employee.
According to the authority possessed by the project manager, we can divide the organizational structure into 4 types ( the authority of PM is from low to high):
1. Functional organization
(The functional manager is the project manager, or the project manager is completely subordinate to the functional manager)
2. Matrix organization (weak matrix, balanced matrix, strong matrix ( PM under PMO ) )
(From weak to strong, PM 's authority gradually increases, but in any case, the matrix type can never get rid of the intervention of the project manager)
3. Project organization
( PM has the most authority, and has fixed employees under him, who can allocate resources at will, and some even have financial rights, no longer need to be a functional manager, and can completely obtain resources from senior management)
4. Hybrid organization
(A new type of organizational structure that incorporates the characteristics of functional, matrix, and project types. Most of this organizational structure exists in complex large groups. Well-organized business continuity capability, in short, this is the ultimate form of organizational structure. Most companies in the world cannot do this. In the final analysis, it is a problem of corporate management capabilities)
So back to reality, why is the organizational structure so divided? To put it bluntly, it depends on the size of the project.
1) If the project is small, it is not necessary to use a project-based organization. Because the PM has too much power, resources will be wasted in the process of project execution, or resources will be overused. The employees will be dismissed after the project is completed, and there will be no sense of belonging.
2) For large projects, it is not appropriate to use a functional organization, because large projects generally require cross-departmental cooperation. In actual situations, the functional managers of a department will often get confused when they communicate with other managers, so things are difficult to handle. Going down, the project manager has some authority from the top and has no personal conflict of interest with the functional managers, so it is more conducive to cross-departmental communication and coordination.
3) Is the project big or small? That's the matrix type. Project is huge. . . Hybrid.
Organizational Process Assets are some of the resources that contribute to the project . Generally, companies will purchase some tools and technologies at the beginning of the establishment to promote the development of the project. In addition, in the process of project practice, the organization will continue to accumulate project experience and project documentation results to form a knowledge base. Therefore, OPA mainly includes process experience and knowledge base .
For example, what template, expert system, project experience summary, documentation, etc.
Enterprise Environment Factors are some of the factors that limit the project. Before making a project plan, this part of the content is indispensable, because the project manager must be well aware of the projects he is doing. For example, professional ethics requires you not to do projects that violate laws and regulations, then you must know the laws and regulations . approximate content. In addition, you must also consider the risk tolerance of the project stakeholders. If you add your boss's assets of 10 million yuan, and you ask him to invest 9 million yuan in projects for you, he will stare at you every day and restrict you everywhere. Naturally, it is not fun to do it. !
The second chapter ends. Chapter 3 continues tomorrow.