Project Management
Organizational Influences and Life Cycle
PMBOK 5th Ed. Chapter 2
Minder Chen, Ph.D.
CSU Channel Islands
[email protected]
Organizational Culture
Organizational culture is shaped by the common
experiences of members of the organization and most
organizations have developed unique cultures over time
by practice and common usage. Common experiences
include, but are not limited to:
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Shared visions, mission, values, beliefs, and expectations;
Regulations, policies, methods, and procedures;
Motivation and reward systems;
Risk tolerance;
View of leadership, hierarchy, and authority relationships;
Code of conduct, work ethic, and work hours; and
Operating environments.
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Influence of Organizational Structures on Projects
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Functional Organization
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Weak Matrix Organization
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Balanced Matrix Organization
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Strong Matrix Organization
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Projectized Organization
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Composite Organization
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Project Governance Framework
• Project success and deliverable acceptance criteria;
• Process to identify, escalate, and resolve issues that arise during
the project;
• Relationship among the project team, organizational groups, and
external stakeholders;
• Project organization chart that identifies project roles;
• Processes & procedures for the communication of information;
• Project decision-making processes;
• Guidelines for aligning project governance & organizational
strategy;
• Project life cycle approach;
• Process for stage gate or phase reviews;
• Process for review and approval for changes to budget, scope,
quality, and schedule which are beyond the authority of the project
manager; and
• Process to align internal stakeholders with project process
requirements.
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Organizational Cultures and Styles
• Cultures and styles may have a strong influence on a
project’s ability to meet its objectives. Cultures and styles
are typically known as “cultural norms.” The “norms”
include a common knowledge regarding how to approach
getting the work done, what means are considered
acceptable for getting the work done, and who is influential
in facilitating the work getting done.
• Most organizations have developed unique cultures that
manifest in numerous ways including, but not limited to:
– Shared visions, values, norms, beliefs, and
expectations,
– Policies, methods, and procedures,
– View of authority relationships, and
– Work ethic and work hours.
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Identifying Cultural Characteristics
• Study the physical
characteristics of an
organization.
Google Office
• Read about the
organization.
• Observe how people
interact within the
organization.
• Interpret stories and
folklore surrounding
the organization.
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Organization Culture Characteristics
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Project Life Cycle
• Project managers or the organization can
divide projects into phases to provide better
management control with appropriate links to
the ongoing operations of the performing
organization.
• Collectively, these phases are known as the
project life cycle.
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Characteristics of the Project Life Cycle
• The project life cycle defines the phases that
connect the beginning of a project to its end.
• Deliverables from one phase are usually reviewed
for completeness and accuracy and approved
before work starts on the next phase.
• However, it is not uncommon for a phase to begin
prior to the approval of the previous phase’s
deliverables, when the risks involved are deemed
acceptable.
• There is no single best way to define an ideal
project life cycle.
• Industry common practices will often lead to the
use of a preferred life cycle within that industry.
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Project Lifecycle Methodology
• Project life cycles generally define:
– When the deliverables are to be generated
in each phase?
– What are the inputs required to produce the
deliverables?
– What technical work to do in each phase?
– What are the tools and techniques to be
used in each phase?
– How each deliverable is reviewed, verified,
and validated?
– Who is involved in each phase?
– How to control and approve each phase?
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Typical Cost & Staffing Levels Across the Project Life Cycle
Cost and staffing levels are low at the start, peak during
the intermediate phases, and drop rapidly as the project
draws to a conclusion.
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Source: PMBOK 5th ed., p. 39
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Project Life Cycle
FIGURE 1.1
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Overlap of Process Groups in a Phase
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Interaction Between Phases
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Impact of Variable Based on Project Time
• The ability of the stakeholders to influence the final characteristics of
the project’s product and the final cost of the project is highest at the
start, and gets progressively lower as the project continues.
© Minder Chen, 2012-2015 Source:
PMBOK 5, p. 40
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Single Phase Project
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Multiple-Phase Project
(Sequential)
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Predictive Life Cycle
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Life Cycle Approach
• Iterative and incremental life cycles are ones in which project
phases (also called iterations) intentionally repeat one or more
project activities as the project team’s understanding of the
product increases. Iterations develop the product through a
series of repeated cycles, while increments successively add to
the functionality of the product. These life cycles develop the
product both iteratively and incrementally.
• Adaptive life cycles (also known as change-driven or agile
methods) are intended to respond to high levels of change
and ongoing stakeholder involvement. Adaptive methods are
also iterative and incremental, but differ in that iterations are
very rapid (usually with a duration of 2 to 4 weeks) and are fixed
in time and cost. Adaptive projects generally perform several
processes in each iteration, although early iterations may
concentrate more on planning activities.
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Characteristics of Project Phases
• The completion and approval of one or more deliverables
characterizes a project phase.
• A deliverable is a measurable, verifiable work product such
as a specification, feasibility study report, detailed design
document, or working prototype.
• In any specific project, for reasons of size, complexity,
level of risk, and cash flow constraints, phases can be
further subdivided into subphases.
• Each subphase is aligned with one or more specific
deliverables for monitoring and control.
• Formal phase completion does not include authorizing the
subsequent phase.
• For effective control, each phase is formally initiated to
produce a phase-dependent output of the Initiating
Process Group.
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Project Life Cycle and Product Life Cycle
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Characteristics of Project Phases
Phase-end reviews are also called phase exits,
phase gates, or kill points.
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Project Data, Information and Report Flow
• PMBOK 5th Ed. P.59
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Project Teams Roles
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Project management staff
Project staff
Supporting experts.
User or Customer Representatives
Sellers
Business partner members
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Project Team
• Dedicated vs. Part-time
• Physical vs. Virtual Team
• Cross-functional Areas
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