Please enable JavaScript.
Coggle requires JavaScript to display documents.
Core Inputs to Project Management Processes, DEFINITION: Enterprise…
-
DEFINITION: Enterprise environmental factors (EEFs)* refer to conditions, not under the control of the project team, that influence, constrain, or direct the project (Project Management Institute, 2017) #
DEFINITION: Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. These assets influence the management of the project (Project Management Institute, 2017). #
SCENARIO PART 1 Susan works for a multi-national clothing brand. Currently operations are focused primarily in North America and Europe. However, as part their growth strategy the organization has set it's sites on breaking into the Asia-Pacific region. In order to ensure this project is successful, Susan must first consider those parts of her organization which are in her control and adjust accordingly. She knows that this strategy will mean expanding manufacturing, distribution, and technology infrastructure. Consideration will need to be made on where to locate new facilities and what resources are available. Finally, Susan will need to know what human capital is available. Does the talent pool in the area have the required skills or will training need to be arranged. #
SCENARIO PART 2 Now that Susan has considered internal EEFs she must consider those items which may be outside the organization's control.Any time a business expands to operate across state or international borders, one must consider the factors which influence that region and it's population. Government laws and regulations may be very different from region to region. There may be additional financial considerations related to expectation and currency. The physical environment my pose risk to your desired operation plans and social & cultural norms may limit your intended market and workforce. #
SCENARIO PART 4 As we've learned, each new region has it's own unique needs and considerations when considering a business expansion. Having undertaken similar projects in the past, Susan's company has created a set of processes and procedures which can be used to manage the needs of the project.As part of the initiating and planning phase, Susan must review any contractual agreements or pre-approved suppliers and contractors. Can these resources be relied upon for this project? What documentation and templates exist to manage the project and it's life cycle.How will Susan monitor the project once it's been executed? What controls will she need to have in place? She will need to have the ability to monitor resource assignments, funding, and performance. How will she resolve issues and defects? What methods will she use for tracking?Finally, what is the organization's definition of "done" and what actions must be taken in order to review and close the project. #
SCENARIO PART 3 Now that Susan has considered the EEFs, she must consider the assets available to her which will influence her project. While each expansion brings new challenges a lot can be learned by looking at existing knowledge and resources which exist in the organization. These resources can include past lessons learned and documentation from similar projects, current metrics, or financial data.Having expanded into new regions in the past, Susan knows that a vast knowledge repository of lessons learned exists. She'll use this information along with current metrics and financial data to adapt to the unique needs of her new region. These informational assets will aid Susan in her project management tasks. #
-
These are positive inputs to the project life cycle (Rinaldi, 2017). #
These can be positive or negative inputs to the project life cycle (Rinaldi, 2017) #