2.3 Project Life Cycle and Organisation

• 2.4 Organisational Cultures and Styles
• cultural norms influence the project e.g. 
• 'accepted' way of doing things
• who is influential  & who makes decisions?
• culture is an enterprise environmental factor that manifests itself in 
• values & beliefs, policies & methods, authority structure, work ethic, resource allocation, priorities
• Structures
• Functional: PM has little/ no authority, part time, reports to functional manager (has budget), PM role: negotiates resources
• Weak Matrix: PM has slightly more authority & resources, PM role: coordinator  
• Balanced Matrix: moderate authority & resources, PM full time, functional & PM share budget
• Strong Matrix: high auth & resources, PM reports to manager of PMs, project staff are full time on the project
• Projectised: most organisational resources are in projects, staff report to PMs
• Composite: mix of matrix and projectised, some PMs report to functional managers & others to PMs
• Organisational Process Assets
• Processes & procedures
• PLCs, standards, policies (e.g. H&S), procedures (e.g. financial/ risk/ change control), guidelines (e.g. for prioritising), templates, communication requirements... 
• Knowledge base
• project files, lessons learned database, configuration management, financial DBs...