The second chapter in the Pinback back-I describes environments where projects operate.
So it's kind of a mouthful environments in which projects operate where projects exist in different
organizations.
So could be not for profit for profit could be a community could be a government entity.
So the environment that a project operates in is going to vary based on where the projects taking place
that no two environments are identical just as no two projects are identical.
There are some factors or terms that you need to know that we'll see throughout the remainder of the
course that describe the environments and which projects operate.
First off we have enterprise environmental factors.
These are kind of like the rules and the policies that you must follow.
Then we have organizational process assets.
Oprah describes the benefits are things that have been created for you that you get to use as a project
manager.
So historical information forms that have been created for you or software that your organization uses.
Those are all things like oh P-A and then organizational systems.
Describe the structure and how work gets done within that structure.
So you can imagine a very large organization how the process may work to procure in that large organization
versus a very small start up what procurement is like there.
So the organizational system is how do you get things done in that organization.
But it also describes the hierarchy and the framework and just the maturity level that comes with older
organizations and larger organizations.
But they are always as nimble as smaller organizations where they have more flexibility.
Let's look at it from Enterprise environmental factors which I call events and organizational process
assets which are aides and organizational systems.
So some things to consider here.
First off enterprise environmental factors and OPIS they really influence the project management approach
Opie's are created for projects based on past experience Opie's are as I mentioned historical information
similar projects software forms things that to some extent have been created for you although you might
say well historical information wasn't created for me just taking advantage of it.
All right.
Fair enough.
Oprah's though or things that came before you that you get to use enterprise environmental factors those
originate from outside of the project and often outside of the enterprise.
So a policy in your company and how you procure that's an ETF that's outside of your project a law or
a regulation that you have to adhere to that that's outside of the enterprise that you have to adhere
to it organizational systems also affect how you do the project.
So in your organization you may have team members that come from all over.
So you have to wait until the team members available to do the project work.
So that has an effect on how you manage and how you schedule resources versus a small organization where
everyone contributes to the work.
And so its different so that the organizational system also how you communicate you might have a formal
communications department or you might have a quality assurance department or a risk management department
where a smaller or different company doesn't have that.
So just the framework and the structure of your company affects how you manage your project.
A little bit more about Enterprise environmental factors.
I just want to be real clear that there are two types here.
We have those that are internal to the organization or external internal or like policies and rules
and procedures that you must follow as the project manager.
Generally if you are required to behave a certain way in your project its an enterprise environmental
factor external to the organization or things like safety or ownership concerns or laws on how you do
things or if you have a contract with a union so you have a relationship there that you have to adhere
to their rules as far as scheduling their resources are those employees that could be an external but
typically external we're talking about laws and regulations in turn or things that are created that
control how you operate or how you behave in that organization.
Now organizational process assets are are also processes but these may be processes and just how you
get things done that I wouldn't say they restrict your options.
They could be policies on how the project team has to communicate to the PM to the sponsor.
So processes and policies you can see there's some overlap it's not always enterprise environmental
factors and it's certainly not always opaque organizational knowledge repositories.
This is a new term we're going to see knowledge management as a process later in the course and later
in the Pinback.
But organizational knowledge repositories we're talking about historical information databases data
reports things that you can go and look at to do some analysis to make the best decisions and to leverage
that information for your project.
So no that term organizational knowledge repositories we'll see it again.
It's part of opii been organizational systems.
This is how your company is structured.
The rules in your company the framework in your company which we call the governance framework so how
you get things done are the rules that you have to follow in order to be successful or operate in that
organization.
The management elements who reports to whom What's the hierarchy like and then the organizational structure
are things that we'll see coming up but we're talking about how project team members get on your project
and if they're on other projects and operational.
But also who is in charge of things like a project budget and the project team and decisions is that
the project manager or the functional manager.
So basically organizational systems when you see that you just think about the structure the governance
then how groups are arranged or different lines of business how they are arranged.
So you think about sales marketing finance.
How do those people come together and operate with one another or what are the rules spoken or unspoken
that affect how you get work done.
So that's certainly going to affect how you manage your project.
All right great job.
Keep moving forward.