Enterprise Environmental Factors
“Enterprise Environmental Factors” is an input for the process “Develop Project Charter”.
The enterprise environmental factors that can influence the Develop Project Charter
process include, but are not limited to: – Governmental standards, industry standards, or regulations (e.g. codes of conduct, quality standards,
or worker protection standards),
– Organizational culture and structure, and – Marketplace conditions.
“Enterprise Environmental Factors” is an input for the process “Develop Project Management Plan”.
The enterprise environmental factors that can influence the Develop Project
Management Plan process include, but are not limited to:
– Governmental or industry standards;
– Project management body of knowledge for vertical market (e.g., construction) and/or focus area
(e.g. environmental, safety, risk, or agile software development);
– Project management information system (e.g., an automated tool, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces
to other online automated systems);
– Organizational structure, culture, management practices, and sustainability;
– Infrastructure (e.g., existing facilities and capital equipment); and – Personnel administration (e.g., hiring and termination guidelines, employee performance reviews, and employee development and training records).
“Enterprise Environmental Factors” is an input for the process “Direct and Manage Project Work “.
The Direct and Manage Project Work process is influenced by enterprise
environmental factors that include, but are not limited to:
– Organizational, company, or customer culture and structure of the performing or sponsor organizations;
– Infrastructure (e.g., existing facilities and capital equipment);
– Personnel administration (e.g., hiring and firing guidelines, employee performance reviews, and training
records);
– Stakeholder risk tolerances, for example allowable cost overrun percentage; and – Project management information system (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
“Enterprise Environmental Factors” is an input for the process “Monitor and Control Project Work “.
The enterprise environmental factors that can influence the Monitor and Control
Project Work process include, but are not limited to: – Governmental or industry standards (e.g., regulatory agency regulations, codes of conduct, product
standards, quality standards, and workmanship standards),
– Organization work authorization systems,
– Stakeholder risk tolerances, and – Project management information system (e.g., an automated tool suite, such as a scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems).
“Enterprise Environmental Factors” is an input for the process “Perform Integrated Change Control”.
The following enterprise environmental factor can influence the Perform Integrated Change Control process: project management information system. The project management information system may include the scheduling software tool, a configuration management system, an information collection and distribution system, or web interfaces to other online automated systems.
“Enterprise Environmental Factors” is an input for the process “Plan Scope Management”.
The enterprise environmental factors that can influence the Plan Scope Management
process include, but are not limited to:
– Organization?s culture,
– Infrastructure,
– Personnel administration, and – Marketplace conditions.
“Enterprise Environmental Factors” is an input for the process “Create WBS”.
Industry-specific WBS standards, relevant to the nature of the project, may serve as external reference sources for creation of the WBS. For example, engineering projects may reference ISO/IEC 15288 on Systems Engineering ? System Life Cycle Processes [6], to create a WBS for a new project.
“Enterprise Environmental Factors” is an input for the process “Plan Schedule Management”.
The enterprise environmental factors that influence the Plan Schedule Management
process include, but are not limited to:
– Organizational culture and structure can all influence schedule management;
– Resource availability and skills that may influence schedule planning;
– Project management software provides the scheduling tool and alternative possibilities for managing the
schedule;
– Published commercial information, such as resource productivity information, is often available from
commercial databases that track; and – Organizational work authorization systems.
“Enterprise Environmental Factors” is an input for the process “Define Activities”.
Enterprise environmental factors that influence the Define Activities process include,
but are not limited to:
– Organizational cultures and structure,
– Published commercial information from commercial databases, and – Project management information system (PMIS).
“Enterprise Environmental Factors” is an input for the process “Sequence Activities”.
Enterprise environmental factors that influence the Sequence Activities process
include, but are not limited to:
– Government or industry standards,
– Project management information system (PMIS),
– Scheduling tool, and – Company work authorization systems.
“Enterprise Environmental Factors” is an input for the process “Estimate Activity Resources”.
The enterprise environmental factors that can influence the Estimate Activity Resources process include, but are not limited to, resource location, availability, and skills.
“Enterprise Environmental Factors” is an input for the process “Estimate Activity Durations”.
The enterprise environmental factors that can influence the Estimate Activity
Durations process include, but are not limited to:
– Duration estimating databases and other reference data,
– Productivity metrics,
– Published commercial information, and – Location of team members.
“Enterprise Environmental Factors” is an input for the process “Develop Schedule”.
The enterprise environmental factors include, but are not limited to:
– Standards,
– Communication channels, and – Scheduling tool to be used in developing the schedule model.
“Enterprise Environmental Factors” is an input for the process “Plan cost management”.
The enterprise environmental factors that influence the Plan Cost Management
process include, but are not limited to:
– Organizational culture and structure can all influence cost management;
– Market conditions describe what products, services, and results are available in the regional and global
market;
– Currency exchange rates for project costs sourced from more than one country;
– Published commercial information such as resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material
and equipment. Published seller price lists are another source of information; and – Project management information system, which provides alternative possibilities for managing cost.
“Enterprise Environmental Factors” is an input for the process “Estimate costs”.
The enterprise environmental factors that influence the Estimate Costs process
include, but are not limited to: – Market conditions. These conditions describe what products, services, and results are available in the market, from whom, and under what terms and conditions. Regional and/or global supply and demand
conditions greatly influence resource costs.
– Published commercial information. Resource cost rate information is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment. Published seller price lists are another source of information.
“Enterprise Environmental Factors” is an input for the process “Plan quality management”.
The enterprise environmental factors that influence the Plan Quality Management
process include, but are not limited to:
– Governmental agency regulations;
– Rules, standards, and guidelines specific to the application area;
– Working or operating conditions of the project or its deliverables that may affect project quality; and – Cultural perceptions that may influence expectations about quality.
“Enterprise Environmental Factors” is an input for the process “Plan Human Resource Management”.
The enterprise environmental factors that can influence the Plan Human Resource
Management process include, but are not limited to:
– Organizational culture and structure,
– Existing human resources,
– Geographical dispersion of team members,
– Personnel administration policies, and – Marketplace conditions.
“Enterprise Environmental Factors” is an input for the process “Acquire project team “.
The enterprise environmental factors that influence the Acquire Project Team process
include, but are not limited to: – Existing information on human resources including availability, competency levels, prior experience,
interest in working on the project and their cost rate;
– Personnel administration policies such as those that affect outsourcing;
– Organizational structure; and – Colocation or multiple locations.
“Enterprise Environmental Factors” is an input for the process “Plan communications management”.
The Plan Communications Management process is tightly linked with enterprise environmental factors, since the structure of an organization will have a major effect on the project?s communication requirements. All enterprise environmental factors are used as inputs for this process, since communications need to be adapted to the project environment.
“Enterprise Environmental Factors” is an input for the process “Manage communications “.
Specific enterprise environmental factors that can influence the Manage
Communications process include, but are not limited to:
– Organizational culture and structure,
– Government or industry standards and regulations, and – Project management information system.
“Enterprise Environmental Factors” is an input for the process “Plan Risk management”.
The enterprise environmental factors that can influence the Plan Risk Management process include, but are not limited to, risk attitudes, thresholds, and tolerances that describe the degree of risk that an organization will withstand.
“Enterprise Environmental Factors” is an input for the process “Perform Qualitative Risk Analysis “.
Enterprise environmental factors may provide insight and context to the risk
assessment, such as:
– Industry studies of similar projects by risk specialists, and – Risk databases that may be available from industry or proprietary sources.
“Enterprise Environmental Factors” is an input for the process “Perform Quantitative Risk Analysis “.
Enterprise environmental factors may provide insight and context to the risk analysis,
such as:
– Industry studies of similar projects by risk specialists, and – Risk databases that may be available from industry or proprietary sources.
“Enterprise Environmental Factors” is an input for the process “Plan Procurement management”.
The enterprise environmental factors that can influence the Plan Procurement
Management process include, but are not limited to:
– Marketplace conditions;
– Products, services, and results that are available in the marketplace;
– Suppliers, including past performance or reputation;
– Typical terms and conditions for products, services, and results or for the specific industry; and – Unique local requirements.
“Enterprise Environmental Factors” is an input for the process “Identify Stakeholders”.
The enterprise environmental factors that can influence the Identify Stakeholders
process include, but are not limited to:
– Organizational culture and structure;
– Governmental or industry standards (e.g., regulations, product standards); and – Global, regional or local trends, and practices or habits.
“Enterprise Environmental Factors” is an input for the process “Plan Stakeholder Management”.
All enterprise environmental factors are used as inputs to this process, because the management of stakeholders should be adapted to the project environment. Of these, organizational culture, structure, and political climate are of particular importance, because they help in determining the best options to support a better adaptive process for managing stakeholders.
This definition was found in the PMBOK V5
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