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. In the P stage, the project management plan was carefully prepared, and each sub-project was demonstrated. In the E stage, the design book writing, overall design, detailed design, and code design were started (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 is more conducive to cross-department communication and coordination because he has some authorization from the top and has no personal conflict of interest with the functional managers.
3) Is the project big or small? That's the matrix type. Project is huge. . . Hybrid.
组织过程资产 (Organizational Process Assets)是一些对项目有促进作用的资源。一般公司在成立之初会购买一些工具、技术来促进项目的开展，另外在项目实践过程中，组织内部还会不断积累项目经验、项目文档成果，形成知识库。所以OPA主要包括了流程经验与知识库。
比如说什么模板啊，专家系统啊，项目经验总结啊，文档啊啥的。
事业环境因素(Enterprise Environment Factors)是一些对项目有限制作用的因素。在做项目计划之前，这部分内容是缺一不可的，因为项目经理对自己所做的项目要心知肚明，例如职业操守要求你不能做违反法律法规的项目，那么你就要知道法律法规的大概内容。另外还要考虑项目干系人的风险承受能力，加入你的老板资产1000万，你让他投资900万的项目给你做，他就会天天盯着你，处处掣肘你，自然做起来就不爽啦！
第二章结束。明天继续第三章。