Table of contents
1 Overview
The environment in which the project is located may have favorable or unfavorable influences on the development of the project. The two main sources of these influences are enterprise environmental factors and organizational process assets.
2 Enterprise Environmental Factors and Organizational Process Assets
Enterprise Environmental Factors (EEFs) refer to various things that cannot be controlled by the project team and will affect, restrict or dictate the project, and may come from inside and/or outside the organization. Organizational Process Assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases, etc., that are unique to and used by the performing organization and that can be used to help the project achieve its objectives. Business environmental factors refer to the objective environment or resources that have to be affected by them and cannot be changed by themselves.
An organizational process asset is any environment or resource that can be relied upon or leveraged to facilitate project activities and achieve project goals.
There can be some degree of overlap between enterprise environmental factors and organizational process assets.
Organizational process assets include any artifacts, practices, or knowledge from any (or all) project performing organizations that can be used to execute or govern the project, and also include lessons learned and historical information from the organization's previous projects. Throughout the project, project team members can make necessary updates and additions to organizational process assets. Organizational process assets fall into two main categories:
◆ Processes, Policies, and Procedures: The processes and procedures that the organization uses to perform project work.
◆ Organizational knowledge base: The knowledge base used by the organization to access information.
Throughout the project life cycle, the organizational process assets must be updated frequently; at the end of the project phase and at the end of the entire project, the organizational process assets must be updated.
In the project management process group, the enterprise environment factor is the input of all the initiation process group and the planning process group. In the whole project life cycle, only "confirm scope" and "monitor risk" do not use organizational process assets.
3 Organization System
3.1 Overview
The interaction of multiple factors within a single organization creates a unique system that affects the projects that operate within it. This organizational system determines the power, influence, interests, capabilities, and political capabilities of people within the organizational system. Senior management in the executive organization is responsible for building the organizational system so that people and things are managed primarily by systems (rather than individuals).
A system is a collection of components that can achieve results that cannot be achieved by a single component; a component is an identifiable element within a project or organization that provides a specific function or set of related functions; the interaction of various system components creates Organizational culture and capabilities; Organizational management examines the optimal trade-offs between components and systems in order to take appropriate actions to achieve the best results for the organization.
◆ System elements mainly include components, component attributes and component relationships.
◆ Systemic factors include governance framework, management elements, and type of organizational structure.
3.2 Organizational governance framework
"Governance" refers to organized or structured arrangements at all levels of an organization designed to determine and influence the behavior of its members.
The organizational governance framework is an important decision-making framework in the organization, which determines who has the power, when, with what method, and what decisions to make and implement in the organization. Project governance is the high-level framework for direction, support, supervision and control that an organization establishes for a project.
3.2.1 Governance Framework
Governance is the framework for exercising authority within an organization and affects:
◆ How organizational goals are set and achieved
◆ How risk is monitored and evaluated
◆ How performance is optimized
3.2.2 Project Governance
Project governance refers to the framework, functions, and processes used to direct project management activities to create unique products, services, or results to meet organizational, strategic, and operational goals.
3.3 Management elements
Management elements refer to key functions or components of general management principles within an organization whose performance is assigned to selected employees. The responsibilities, responsibilities, and authorities assigned to each level indicate how employees at each level perform the above functions within the organizational structure.
3.4 Types of organizational structure
To determine the appropriate type of organizational structure, organizations need to weigh two key variables: which type of organizational structure can be employed, and how it can be optimized for a particular organization. When determining an organizational structure, each organization needs to consider a large number of factors, each of varying importance.
3.4.1 Types of organizational structure
3.4.2 Project Management Office
The Project Management Office (PMO) is a permanent function in an organization that directs, coordinates and supports project management. PMO standardizes project-related governance processes, promotes the sharing of resources, methodologies, tools and techniques, and provides necessary support to projects and project managers under its jurisdiction.
◆ Supportive PMO: Serves as a consultant to the project, providing templates, best practices, training, and information and lessons learned from other projects.
◆ Controlling PMO: not only provide support to the project, but also require the project to obey through various means.
◆ Directive PMO: Directly manage and control projects.
In addition to being managed centrally, the projects supported and managed by the PMO are not necessarily related to each other. To ensure that projects meet the organization's business goals, the PMO may be empowered to act as a key stakeholder and key decision maker during the lifecycle of each project. In order to continuously improve the project management system, the PMO must focus on the accumulation of organizational process assets related to project management.