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1、Project Management EnvironmentChapter 2PMP Preparation TrainingSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-2ObjectivesTo be able to describe:Project life cycleCharacteristics of the project phasesKey project stakeholders Organizational and socioeconomic influences on the projectKey managemen
2、t skills used in managing a projectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-3Project Life CycleDefines the beginning and end of the projectDivides the project into phases that provide better management control and the appropriate links to the ongoing operations of the organizationSource:
3、pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-4Phase CharacteristicsDeliverables Tangible, verifiable work productsReviews Evaluation of deliverables and project performancePhase Exit Criteria Measurements used to determine ifproject should go into next phaseSource: pmbok guide 2000 2002 Robbins-Gioia
4、, Inc. 2-5Characteristics of Life CycleDefines the beginning and end of the projectDeliverables usually approved before work starts on the next phaseSometimes a subsequent phase is begun prior to approval of the previous phase. This is called fast tracking. Defines technical work and implementersSou
5、rce: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-6Characteristics of Life Cycle (cont.)Cost and staffing levels are low at the start, higher towards the end, and drop as project closesProbability of project success is low at the start of the project and gets progressively higher as the project conti
6、nuesCost of changes and of error correction generally increases as the project continuesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-7Phases and Resources UsageConcept5%Development20%Implement60%Close Out15%Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-8Project StakeholdersIndividuals a
7、nd organizations who are actively involved in the project and whose interests may be positively or negatively affected by the project success or failureKey StakeholdersProject manager Manages the projectCustomer Uses the product or servicePerforming organization Enterprise that does the project work
8、Sponsor Provides financial resourcesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-9Organizational InfluencesOrganizational systems Project-basedDerive income by performing projects for othersTreat on-going operations as projects (management by projects)Non-Project-basedNo project-oriented syst
9、ems in place to support project needs efficiently and effectivelySource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-10Organizational Cultures & StylesShared values, norms, beliefs, and expectationsReflected in policies and procedures, view of authority relationships, etc.Directly influences the pro
10、jectSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-11Organizational StructureFunctional organization Hierarchy where each employee has one clear superiorProjectized organization Most of organizations resources are involved in project work and report to the project managerMatrix organization Ble
11、nd of bothSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-12Organizational StructureProject OfficeProvides services ranging from support functions to project managers, such as training, software, templates, etc. to actually being responsible for the results of the projectSource: pmbok guide 2000
12、 2002 Robbins-Gioia, Inc. 2-13Functional OrganizationSpecialists grouped by functionDifficult to cross functional linesBarriers exist on horizontal information flowFunctional emphasis loyalties may impede completionOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-14Matrix O
13、rganizationMultiple-command systemIndividuals from functional areas assigned on temporary basis to PMIndividuals return to functional organizationCareful plans and procedures needed to minimize effects of dual reportingOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-15Matr
14、ix OrganizationAdvantagesVisible objectivesEfficient utilization of resourcesBetter co-ordinationBetter information flowRetention of home after projectDisadvantagesMore than one bossComplex structure to controlDiffering priorities of PM and FMDuplication of effortConflictOrganizational PlanningSourc
15、e: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-16Projectized OrganizationEmerges from functional when latter impedes progressLine of authority is the PMUncertainty where to go on completion of projectTendency to retain assigned personnel too longFMs feel threatened as people are removed from their a
16、reasOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-17Organizational StructuresTypePM AuthorityFunctionalNoneProject Expediter LowProject CoordinatorLowWeak MatrixLow MediumStrong MatrixMedium HighProjectizedHighOrganizational PlanningSource: pmbok guide 2000 2002 Robbins-
17、Gioia, Inc. 2-18General Management SkillsLeadingEstablishing direction, aligning people, motivating, and inspiringCommunicatingReporting project performance; deciding how, when, in what form, and to whomNegotiatingConferring with others in order to come to terms or reach an agreementSource: pmbok gu
18、ide 2000 2002 Robbins-Gioia, Inc. 2-19Management Skills (cont.)Problem solvingDefining the causes of problems, analyzing the problems to identify viable solutions, and selecting the best oneInfluencing the organizationUnderstanding the formal and informal structures and the mechanics of power and po
19、litics and using this knowledge to get things done Source: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-20Social-Economic-Environmental InfluencesProjects have positive or negative impacts on people, economics, and the environment Organizations are accountable for these impacts Source: pmbok guide 20
20、00 2002 Robbins-Gioia, Inc. 2-21Standards and regulationsProject plan should reflect how standards and regulations affect the projectInternationalizationConsider the effect of time-zone differences, national holidays, travel requirements, teleconferencing, and political differencesSocial-Economic-En
21、vironmental InfluencesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-22Cultural influencesProjects operate within a context of cultural norms that affect the way people and organizations interactSocial-Economic-Environmental SustainabilityProjects have unintended positive and negative impacts on people, the economy and the environmentOrganizations are increasingly accountable for project impactsSocial-Economic-EnvironmentalInfluencesSource: pmbok guide 2000 2002 Robbins-Gioia, Inc. 2-23SummaryReview Questions
