PMP Credential

Exam
Preparation
Course
Module 2 - Project Life Cycle and Organization

Module 2 - Project Life Cycle and Organization

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Module 2 - Objectives

Project Life Cycle and Organization

Organizational Influences on Project Management
Project Stakeholders and Governance
Project Team
Project Life Cycle

There are three main ways in which organizational factors influence

project management:
Culture A good project manager should be cognizant of the organizational culture,
working styles in an organization, and who is influential in facilitating work.
Organizational Process Assets (OPA) This would include process, policies, templates,
metrics, historical data, project knowledge, domain expertise, communication, control
procedures and more. Note that organizational maturity has significant impact on OPA.
Organization structure This refers to how employees are organized. There are four types
of organizational structures.

Organizational Influences on Project Management

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Organizational Influences

Culture, style and structure

Project management maturity and systems
Joint ventures
Partnerships with other organizations

Organizational Culture & Style

Shared vision, mission, values

Regulations, policies, methods, procedures
Motivation and reward systems
Risk tolerance
View of Leadership, hierarchy and authority relationships
Code of conduct, work ethic, work hours
Operating environment
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Organizational Communications

Globalization
Important capability
Facilitates decision making with remote location stakeholders
Includes email, texting, IM - Lync, SMS, Aconex, video and web
conferencing
Both Formal and informal

Organizational Structure

Functional Organization
Projectile Organization
Matrix Organization
Weak Matrix organization
Balanced Matrix organization
Strong Matrix organization
Composite Organization

P.No.22 / Fig.2-1 P.No.23 / Fig.2-2 P.No.24 / Fig.2-4

P.No.25 / Fig.2-5 P.No.24 / Fig.2-3 P.No.26 / Fig.2-6
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Comparison of various Structures

Project-related characteristics compared through organization

structures

P.No.22 / Table. 2-1

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Other Structure Factors
May include strategic, middle management, operational
Project Management systems
Degree of Project Management maturity
Organizational communications

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Other Structure Factors Effect

The Factors impact

Project Managers level of authority
Resource availability
Entity controlling project budget
Project managers role
Project team composition
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Organizational Process Assets

Required For Conducting Project Work and include

Processes and Procedures
Corporate Knowledge Base

Used as input in almost all the planning processes

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Enterprise Environmental Factors

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Enterprise Environmental Factors

Organizational culture, structure and governance

Geographic distribution of facilities and resources
Government or Industry standard
Infrastructure
Existing human Resources

Enterprise environment factors are so important that they can enhance or reduce the project
management options and positively or negatively impact the project success. These are very important
inputs in case of project planning. You must know the organizational culture, norms and policies for your
project success.

Below are some examples of the enterprise environmental factors:

Organizational culture, processes and infra-structure, product standards, quality standards

(important one to know)

Government standards, market standards and conditions, codes of conduct, staffing guidelines,
reviews and training records, work authorization systems, political unrest, organizational
communication channels, risk data bases, project management information systems (PMIS), i.e.
WSP | PBs Business Management System (BMS)

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Enterprise Environmental Factors (Contd.)

Company Work Authorization systems

Marketplace conditions
Political climate
Organization established communication channels
Commercial databases
Project Management Information system
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Project Governance

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Project Governance

Method of controlling project to ensure success

Determines Specific phased structure
Determines Resources, approach
Management review End of phase & also to start a phase
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Elements of Project Governance Framework

Project success and deliverable acceptance criterion

Process to escalate and resolve issues
Decision making process
Stage gate or phase reviews
Communication : Process
Org chart, Project roles

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Stakeholders
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Stakeholders

Individuals or organizations
Actively involved in project activities
May be influenced by the outcomes of project
May influence the project outcome

Internal & External

May have conflicting requirements
Earlier identification enhances clarity on project requirements
Identification of stakeholders is a continuous process

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Stakeholders

In a project environment possible stakeholders are :

Customers/Users/Clients Purchases the product or service

Sponsor Provides the financial resources for the project
Portfolio managers/portfolio review board
Program managers
Project Management Office Has direct or indirect responsibility for the outcome
of the project
Project Managers
Project Team Who are directly involved in the project management
Functional Managers
Operations Managers
Sellers/ Business Partners/Sub consultants
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Project Team
Different groups
SME Subject Matter Experts
Leader role of PM
Project staff
Project Management Staff
Project Managers and their teams are advised to carefully consider
addressing each process and its constituent inputs and outputs.
The project manager and project team are responsible for
determining which processes within each process group are
appropriate for the project you're working on. This is called
Tailoring.

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Project Team

Core Project Team

Supporting Experts
User or Customer
representatives
Sellers
Business partner members
Business partners
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The Relationship Between Stakeholders and the

Project

Ref. P.No.31 Fig.2-7

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Composition of Project Team

Dedicated
Full time
Collocate or virtual
Clear line of authority

Part time
Functional manager
External

Project Life Cycle
Overview
Collection of sequential/overlapping project
phases
Basic frame work for managing projects
Number of phases determined by
Management and control needs
Area of application
Nature and complexity of projects
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The project life cycle is the
agglomeration of all phases in the
project
All projects are divided into phases
and all projects, large or small, have a
similar life cycle structure. Starting the
project, organizing and preparing,
carrying out the project work and
organizing and preparing, carrying out
the project work and closing the
project.
At a minimum, project will have a
beginning or initiation phase, an
intermediate phase or phases and an
ending phase.
Each phase has a defined endpoint
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Product vs. Project Life Cycle

Project Project
Project
Project
Project

Project Project
Cost and Staffing Level

Project

Inception Growth Peak Decline Terminate

Time

Product vs. Project Life Cycle 30

A project life cycle is a collection of

project phases that defines:

What work will be performed in each

phase.
What deliverables will be produced
and when.
Who is involved in each phase.
How management will control and
approve work produced in each
phase.

A deliverable is a product or service

produced or provided as part of a
project.
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Characteristics Project Life Cycle

Cost and Staffing Levels

Impact of variables based on project time

Stakeholder Influences, Risk & Uncertainty

P.No.39 / Fig.2-8 P.No.40 / Fig.2-9

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Project Phases
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Project Phases Overview & Characteristics

Overview
Element of Project Life Cycle
Number of phases vary with projects and application areas
Not same as project management process group

Characteristics
Transfer or Handover Phase Deliverables
Phase Exits, Milestones, Phase gates, Stage gates or Kill points
Many require involvement of different organizations and skill sets

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Phase-to-Phase Relationships

A Sequential Relationship
An Overlapping Relationship
An Iterative Relationship

P.No.43 / Fig.2-11 P.No.43 / Fig.2-12

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Predictive Life Cycle

Also known as fully plan-driven
Scope, time, cost determined as soon as possible
Sequential and overlapping phases
Every phase include different work packages
Different skill set required per phase
Preferred when product well understood

P.No.44 / Fig.2-13

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Iterative Incremental Life Cycle

Project phases intentionally repeated
Better product understanding (Project Team) per iteration
More and more functionality added
Deliverables or set of deliverables completed at each iteration
Useful to manage changing scope and objectives
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Adaptive Life Cycles

Agile methods or change driven methods
Very rapid iterations (2 to 4 weeks)
Fixed in time and cost
Scope decomposed into product backlog
Iteration wise backlog features reviewed by customer
Sponsor/customer representative engaged continuously
Feedback on features and their priority

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