5th Edition PMBOK® Guide—Chapter 2 (Organizational Influences and Project Life Cycle) overview

The first chapter of the PMBOK® Guide dealt with some basic definitions of a project; chapter 2 starts to expand the understanding of a project into its “ecology” or environment within an organization. In section 2.1, the relationship between a functional manager and a project manager is shown to differ depending on the type of structure an organization has. It is important to know these various structures and the kind of power a project manager has relative to a functional manager in each type of structure.

Section 2.2 goes on to discuss the subject of stakeholders and how they are important in the managing of the project. This topic of stakeholders is of paramount importance for the 5th Edition of the PMBOK® Guide; this is evidenced by the fact that there is now a whole new knowledge area (Chapter 13) devoted to the topic.

Section 2.3 goes into detail about the different roles within a project team, and how a team is supposed to work together to achieve the goal of completing the project.

Finally, the last section 2.4 discusses the various types of project life cycles, that is, the various ways the phases of a project can be organized depending on the type of project, and in some cases, the type of application area the project is in. For example, many IT projects nowadays utilize an adaptive or agile methodology, and this is described as a constrast to the traditional or waterfall methodology.

Fig. 1 PMBOK® Guide Chapter 2



2.1 Organizational Influences on Project Management
2.2 Project Stakeholders and Governance
2.3 Project Team
2.4 Project Life Cycle

Together, these sections describe a how project work fits within an organization, how stakeholders within and without the organization can affect the project, how a project team is supposed to work together, and how a project life cycle is related to the phases of a development of a product. Next week I will start on posts related to section 2.1.

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