Chapter 2 and 3- PMBOK

Chapter 2 and 3- PMBOK

1. 2. THE OPERATE IN WHICH PROJECTS OPERATE (iNFLUENCES)

   • EEFs
     • may have an impact at the organizational, portfolio, program, or project level.
     • External
       • Marketplace conditions
       • Legal restrictions
       • Commercial databases
       • Government or industry standards
       • Financial considerations
       • Academic research
     • Internal
       • Organizational culture, structure, and governance
       • Geographic distribution of facilities and resources
       • Infrastructure.
       • Information technology software
       • Resource availability
       • Employee capability
   • Internal OPAs
     • Processes, policies, and procedures
       • Initiating and Planning:
         • Specific organizational standards such as policies
         • Product and project life cycles, and methods and procedures
         • Templates
         • Preapproved supplier lists and various types of contractual agreement
       • Executing, Monitoring, and Controlling
         • Financial controls procedures
         • Traceability matrices;
         • Change control procedures, including the steps.
         • Resource availability control and assignment management
         • Product, service, or result verification and validation procedures.
         • Procedures for prioritizing, approving, and issuing work authorizations
       • Closing
         • Project closure guidelines or requirements
     • Organizational knowledge bases.

2. 2.4. ORGANIZATIONAL SYSTEMS

   • determines the power, influence, interests, competence, and political capabilities of the people who are able to act within the system
   • Management elements
   • Governance frameworks
   • Organizational structure types
   • Principles regarding systems
     • Systems are dynamic
     • Systems can be optimized
     • System components can be optimized
     • Systems and their components cannot be optimized at the same time
     • Systems are nonlinear in responsiveness
   • collection of various components that together can produce results not obtainable by the individual components alone
   • 2.4.2 ORGANIZATIONAL GOVERNANCE FRAMEWORKS
     • To organizational or structural arrangements at all levels of an organization
     • Rules, Policies, Procedures, Norms, Relationships, Systems, and Processes.
   • 2.4.4ORGANIZATIONAL STRUCTURE TYPES
     • TYPES: Organic or Simple, Functional (centralized), Multi-divisional (may replicate functions for each division with little centralization), Matrix – strong, Matrix – weak, Matrix – balanced, Project-oriented (composite, hybrid) Virtual Hybrid, PMO

3. 3. THE ROLE OF THE PROJECT MANAGER

   • Definition: person assigned by the performing organization to lead the team that is responsible for achieving the project objectives
   • 3.3 THE PROJECT MANAGER’S SPHERE OF INFLUENCE
     • leads the project team to meet the project’s objectives and stakeholders’ expectations
   • 3.4 PROJECT MANAGER COMPETENCES 3.4.1
     • The PMI Talent Triangle
       • 1. Technical project management
       • 2. Leadership
       • 3. Leadership
   • 3.5 PERFORMING INTEGRATION
     • 3.5.1 PERFORMING INTEGRATION AT THE PROCESS LEVEL
       • The Perform Integrated Change Control process occurs throughout the project for integrating change requests.
     • 3.5.2 INTEGRATION AT THE COGNITIVE LEVEL
       • it is through the project manager’s ability to integrate the processes in these Knowledge Areas that makes it possible to achieve the desired project results.
     • 3.5.3 INTEGRATION AT THE CONTEXT LEVEL
       • The project manager considers the implications of this context in communications planning and knowledge management for guiding the project team.
     • 3.5.4 INTEGRATION AND COMPLEXITY
       • System behavio
         • The interdependencies of components and systems
       • Human behavior
         • The interplay between diverse individuals and groups
       • Ambiguity.
         • Uncertainty of emerging issues and lack of understanding or confusion
       • is a perception of an individual based on personal experience, observation, and skill.