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We just took a look at enterprise environmental factors organizational process assets follow E-F a lot

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of times we'll see a process has for his inputs enterprise environmental factors and organizational

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process assets are O.P. organizational process assets or resources within an organization.

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There are things that you can leverage things that are been researched and created for you or the things

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that can be interviewed like people historical information is one of your best opaque because historical

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information has proven information its past experiences that you can leverage to manage your current

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project.

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So a great example of this would be we treat historical information like a template.

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A lot of times we think of a template as a form that has been created for us that we fill out.

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And certainly that's a template like a scope template or a charter template but a template can also

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be that we take a prior project.

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For example we could take the quality management plan from a prior project and just adapt it to our

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current project.

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Similar or we can take the scope from a similar project that we don't have to write it from scratch

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every time.

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Work smart it will take something similar and use that as a template so that we can save time and have

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historical information that's been proven.

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So historical information is one of our best organizational process assets.

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We also have some common Opas you should be familiar with standards policies and organizational procedures.

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Well a lot of times people say wait a minute policies were also enterprise environmental factors.

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How can they be both.

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What policies can be both standards can be both that it's not always being enterprise environmental

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factors are always things that constrain you.

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They can also be things that have been created for you and that have been established for uniformity.

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So policies could be how changes are allowed to come into the project or how you must do cost estimating

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or time estimating duration estimating how people are allowed to come onto your project or communicate

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directly with the project team.

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So those could be policies and standards as well.

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So yes there are enterprise environmental factors things that you must follow.

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But an old P.A. can also be things that help you.

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So I like to think of enterprise environmental factors are things that restrict your choices.

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Almost like a constraint because you must do are things that help you have been created for you to make

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your project more successful or to try to massage the conditions to allow your project to be more successful.

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Your organization might have some standardized guidelines or performance measurements that you have

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to adhere to.

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So like you can't be too much over cost or too much below cost or off schedule too much or you can't

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leave a phase until you have this level of performance or this level of accuracy you might have templates

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as they just mentioned for project documents like a scope template or a charter template and that we

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can use historical information for that.

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And you might have some guidelines for adapting project management processes.

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So what this means is you could look at those 49 project management processes in your organization you

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can say OK this is how we as an organization will define scope.

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This is how we create the work breakdown structure how everyone does it the same way or how we do quality

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control or how we do stakeholder engagement.

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So just some guidelines for how do you do those processes in your organization.

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There's not a universal way to do every process because every organization and every project is different.

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So I get questions sometimes you know email from folks that they'll ask if you have a template for a

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project chart or I could use.

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Do you have a template for a risk management plan.

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Well yes but no it's not really appropriate for you because where I created those was a totally different

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organization and the risk and the scope and the concerns of that organization were unique to that company.

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But it's probably totally different from your company.

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Now there are forms and templates in fact PMI has a whole book on forms and templates but you can't

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just take those and there you go and shove it into your project.

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They have to be adapted and created for your organization.

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So this is the idea here with these old days that it's adapting the project management processes.

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But for your projects for your organization there's not a one size fits all when it comes to Opas and

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these processes some common Opas we should be familiar with financial controls for purchasing So again

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forms and processes and workflow accounting codes that are unique to your organization.

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How you do procurement where you are communication requirements things like standard forms procedures

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reports.

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Those are communication requirements that we have processes for project activities of change control

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how you do change control in your organization how do you close out the project.

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What about communications financial controls in risk control procedures.

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So those are all open.

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So those have been established or adapted for what's best in your organization and then project closing

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So how do you do acceptance and sign off.

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You have a certificate of completion or is there a sign off that the scope's been done.

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So how do you close out the project.

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How does the customer validate the product.

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So is there an operational transfer.

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And you have something written that the project is now closed and this is now part of production or

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operations or is it kind of a non event.

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So what's the norm for your organization and then evaluations so think about evaluations of the project

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of the product of your project team.

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Some assessments there that those could be an opiate.

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We'll see organizational process assets a lot.

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It's an input to a lot of our 40 processes and it typically goes with EDF that those two go together.

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We'll also see throughout our examination of the outputs of a process is that O.P. a it enterprise environmental

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factors are often updated to reflect what's happened in the project All right good job I'll see you

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in the next lecture.