Organizational Process Assets
“Organizational Process Assets” is an input for the process “Develop Project Charter”.
The organizational process assets that can influence the Develop Project Charter
process include, but are not limited to:
– Organizational standard processes, policies, and process definitions,
– Templates (e.g., project charter template), and – Historical information and lessons learned knowledge base (e.g., projects, records, and documents; all project closure information and documentation; information about both the results of previous project selection decisions and previous project performance information; and information from the risk management activity).
“Organizational Process Assets” is an input for the process “Develop Project Management Plan”.
The organizational process assets that can influence the Develop Project Management
Plan process include, but are not limited to: – Standardized guidelines, work instructions, proposal evaluation criteria, and performance measurement
criteria;
– Project management plan template, including: ?? Guidelines and criteria for tailoring the organization?s set of standard processes to satisfy the specific needs of the project, and ?? Project closure guidelines or requirements such as the product validation and acceptance
criteria;
– Change control procedures, including the steps by which official organization standards, policies, plans, and procedures, or any project documents will be modified and how any changes will be approved and
validated;
– Project files from previous projects (e.g., scope, cost, schedule and performance measurement baselines,
project calendars, project schedule network diagrams, and risk registers,);
– Historical information and lessons learned knowledge base; and – Configuration management knowledge base containing the versions and baselines of all official organization standards, policies, procedures, and any project documents.
“Organizational Process Assets” is an input for the process “Direct and Manage Project Work “.
The organizational process assets that can influence the Direct and Manage Project
Work process include, but are not limited to:
– Standardized guidelines and work instructions;
– Communication requirements defining allowed communication media, record retention, and security
requirements;
– Issue and defect management procedures defining issue and defect controls, issue and defect
identification and resolution, and action item tracking;
– Process measurement database used to collect and make available measurement data on processes
and products;
– Project files from previous projects (e.g., scope, cost, schedule, performance measurement baselines, project calendars, project schedule, network diagrams, risk registers, planned response actions, defined
risk impact, and documented lessons learned); and – Issue and defect management database(s) containing historical issue and defect status, control information, issue and defect resolution, and action item results.
“Organizational Process Assets” is an input for the process “Monitor and Control Project Work “.
The organizational process assets that can influence the Monitor and Control Project
Work process include, but are not limited to:
– Organizational communication requirements;
– Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
– Issue and defect management procedures defining issue and defect controls, issue and defect
identification, and resolution and action item tracking;
– Change control procedures, including those for scope, schedule, cost, and quality variances;
– Risk control procedures including risk categories, probability definition and impact, and probability and
impact matrix;
– Process measurement database used to make available measurement data on processes and products;
and – Lessons learned database.
“Organizational Process Assets” is an input for the process “Perform Integrated Change Control”.
The organizational process assets that can influence the Perform Integrated Change
Control process include, but are not limited to: – Change control procedures, including the steps by which official organization standards, policies, plans, and other project documents will be modified, and how any changes will be approved, validated, and
implemented;
– Procedures for approving and issuing change authorizations;
– Process measurement database used to collect and make available measurement data on processes
and products;
– Project documents (e.g., scope, cost, and schedule baselines, project calendars, project schedule network
diagrams, risk registers, planned response actions, and defined risk impact); and – Configuration management knowledge base containing the versions and baselines of all official organization standards, policies, procedures, and any project documents.
“Organizational Process Assets” is an input for the process “Close Project or Phase”.
The organizational process assets that can influence the Close Project or Phase
process include, but are not limited to: – Project or phase closure guidelines or requirements (e.g., administrative procedures, project audits,
project evaluations, and transition criteria); and – Historical information and lessons learned knowledge base (e.g., project records and documents, all project closure information and documentation, information about both the results of previous project selection decisions and previous project performance information, and information from risk management activities).
“Organizational Process Assets” is an input for the process “Plan Scope Management”.
The organizational process assets that can influence the Plan Scope Management
process include, but are not limited to:
– Policies and procedures, and – Historical information and lessons learned knowledge base.
“Organizational Process Assets” is an input for the process “Define Scope”.
Examples include,
but are not limited to:
– Policies, procedures, and templates for a project scope statement;
– Project files from previous projects; and – Lessons learned from previous phases or projects.
“Organizational Process Assets” is an input for the process “Create WBS”.
The organizational process assets that can influence the Create WBS process
include, but are not limited to:
– Policies, procedures, and templates for the WBS;
– Project files from previous projects; and – Lessons learned from previous projects.
“Organizational Process Assets” is an input for the process “Control Scope”.
The organizational process assets that can influence the Control Scope process
include, but are not limited to:
– Existing formal and informal scope, control-related policies, procedures, guidelines; and – Monitoring and reporting methods and templates to be used.
“Organizational Process Assets” is an input for the process “Plan Schedule Management”.
The organizational process assets that influence the Plan Schedule Management
process include, but are not limited to:
– Monitoring and reporting tools to be used;
– Historical information;
– Schedule control tools;
– Existing formal and informal schedule control related policies, procedures, and guidelines;
– Templates;
– Project closure guidelines;
– Change control procedures; and – Risk control procedures including risk categories, probability definition and impact, and probability and impact matrix.
“Organizational Process Assets” is an input for the process “Define Activities”.
The organizational process assets that can influence the Define Activities process
include, but are not limited to: – Lessons learned knowledge base containing historical information regarding activity lists used by previous
similar projects,
– Standardized processes,
– Templates that contain a standard activity list or a portion of an activity list from a previous project, and – Existing formal and informal activity planning-related policies, procedures, and guidelines, such as the scheduling methodology, that are considered in developing the activity definitions.
“Organizational Process Assets” is an input for the process “Sequence Activities”.
The organizational process assets that can influence the Sequence Activities process include, but are not limited to: project files from the corporate knowledge base used for scheduling methodology, existing formal and informal activity planning-related policies, procedures, and guidelines, such as the scheduling methodology that are considered in developing logical relationships, and templates that can be used to expedite the preparation of networks of project activities. Related activity attributes information in templates can also contain additional descriptive information useful in sequencing activities.
“Organizational Process Assets” is an input for the process “Estimate Activity Resources”.
The organizational process assets that can influence the Estimate Activity Resources
process include, but are not limited to:
– Policies and procedures regarding staffing,
– Policies and procedures relating to rental and purchase of supplies and equipment, and – Historical information regarding types of resources used for similar work on previous projects.
“Organizational Process Assets” is an input for the process “Estimate Activity Durations”.
The organizational process assets that can influence the Estimate Activity Durations
process include, but are not limited to:
– Historical duration information,
– Project calendars,
– Scheduling methodology, and – Lessons learned.
“Organizational Process Assets” is an input for the process “Develop Schedule”.
The organizational process assets that can influence the Develop Schedule process include, but are not limited to: scheduling methodology and project calendar(s).
“Organizational Process Assets” is an input for the process “Control Schedule”.
The organizational process assets that influence the Control Schedule process
include, but are not limited to:
– Existing formal and informal schedule control-related policies, procedures, and guidelines;
– Schedule control tools; and – Monitoring and reporting methods to be used.
“Organizational Process Assets” is an input for the process “Plan cost management”.
The organizational process assets that influence the Plan Cost Management process
include, but are not limited to: – Financial controls procedures (e.g., time reporting, required expenditure and disbursement reviews,
accounting codes, and standard contract provisions);
– Historical information and lessons learned knowledge bases;
– Financial databases; and – Existing formal and informal cost estimating and budgeting-related policies, procedures, and guidelines.
“Organizational Process Assets” is an input for the process “Estimate costs”.
The organizational process assets that influence the Estimate Costs process include,
but are not limited to:
– Cost estimating policies,
– Cost estimating templates,
– Historical information, and – Lessons learned.
“Organizational Process Assets” is an input for the process “Determine budget”.
The organizational process assets that influence the Determine Budget process
include, but are not limited to:
– Existing formal and informal cost budgeting-related policies, procedures, and guidelines;
– Cost budgeting tools; and – Reporting methods.
“Organizational Process Assets” is an input for the process “Control costs”.
The organizational process assets that can influence the Control Costs process
include, but are not limited to:
– Existing formal and informal cost control-related policies, procedures, and guidelines;
– Cost control tools; and – Monitoring and reporting methods to be used.
“Organizational Process Assets” is an input for the process “Plan quality management”.
The organizational process assets that influence the Plan Quality Management
process include, but are not limited to: – Organizational quality policies, procedures, and guidelines. The performing organization?s quality policy, as endorsed by senior management, sets the organization?s intended direction on implementing its quality
management approach;
– Historical databases; and – Lessons learned from previous phases or projects.
“Organizational Process Assets” is an input for the process “Control Quality “.
The organizational process assets that influence the Control Quality process include,
but are not limited to:
– The organization?s quality standards and policies,
– Standard work guidelines, and – Issue and defect reporting procedures and communication policies.
“Organizational Process Assets” is an input for the process “Plan Human Resource Management”.
The organizational process assets that can influence the Plan Human Resource
Management process include, but are not limited to:
– Organizational standard processes, policies, and role descriptions;
– Templates for organizational charts and position descriptions;
– Lessons learned on organizational structures that have worked in previous projects; and – Escalation procedures for handling issues within the team and within the performing organization.
“Organizational Process Assets” is an input for the process “Acquire project team “.
The organizational process assets that influence the Acquire Project Team process include, but are not limited to, organizational standard policies, processes, and procedures.
“Organizational Process Assets” is an input for the process “Manage project team”.
The organizational process assets that can influence the Manage Project Team
process include, but are not limited to:
– Certificates of appreciation,
– Newsletters,
– Websites,
– Bonus structures,
– Corporate apparel, and – Other organizational perquisites.
“Organizational Process Assets” is an input for the process “Plan communications management”.
4 are used as inputs to the Plan Communications Management process. Of these, lessons learned and historical information are of particular importance because they can provide insights on both the decisions taken regarding communications issues and the results of those decisions in previous similar projects. These can be used as guiding information to plan the communication activities for the current project.
“Organizational Process Assets” is an input for the process “Manage communications “.
Organizational process assets that can influence the Manage Communications
process include, but are not limited to:
– Policies, procedures, processes, and guidelines regarding communications management;
– Templates; and – Historical information and lessons learned.
“Organizational Process Assets” is an input for the process “Control communications “.
The organizational process assets that may influence the Control Communications
process include, but are not limited to:
– Report templates;
– Policies, standards, and procedures that define communications;
– Specific communication technologies available;
– Allowed communication media;
– Record retention policies; and – Security requirements.
“Organizational Process Assets” is an input for the process “Plan Risk management”.
The organizational process assets that can influence the Plan Risk Management
process include, but are not limited to:
– Risk categories,
– Common definitions of concepts and terms,
– Risk statement formats,
– Standard templates,
– Roles and responsibilities,
– Authority levels for decision making, and – Lessons learned.
“Organizational Process Assets” is an input for the process “Perform Qualitative Risk Analysis “.
The organizational process assets that can influence the Perform Qualitative Risk Analysis process include information on prior, similar completed projects.
“Organizational Process Assets” is an input for the process “Perform Quantitative Risk Analysis “.
The organizational process assets that can influence the Perform Quantitative Risk Analysis process include information from prior, similar completed projects.
“Organizational Process Assets” is an input for the process “Plan Procurement management”.
The various types of contractual agreements used by the organization also influence decisions for the Plan Procurement Management process. The organizational process assets that influence the Plan
Procurement Management process include, but are not limited to: – Formal procurement policies, procedures, and guidelines. Most organizations have formal procurement policies and buying organizations. When such procurement support is not available, the project team
should supply both the resources and the expertise to perform such procurement activities.
– Management systems that are considered in developing the procurement management plan and selecting
the contractual relationships to be used.
– An established multi-tier supplier system of prequalified sellers based on prior experience.
All legal contractual relationships generally fall into one of two broad families: either fixed-price or cost reimbursable. Also, there is a third hybrid type commonly in use called the time and materials contract. The more popular contract types in use are discussed below as discrete types, but in practice it is not unusual to combine
one or more types into a single procurement.
– Fixed-price contracts. This category of contracts involves setting a fixed total price for a defined product, service, or result to be provided. Fixed-price contracts may also incorporate financial incentives for achieving or exceeding selected project objectives, such as schedule delivery dates, cost and technical performance, or anything that can be quantified and subsequently measured. Sellers under fixed-price contracts are legally obligated to complete such contracts, with possible financial damages if they do not. Under the fixed-price arrangement, buyers need to precisely specify the product or services being procured. Changes in scope may be accommodated, but generally with an increase in contract price.
?? Firm Fixed Price Contracts (FFP). The most commonly used contract type is the FFP. It is favored by most buying organizations because the price for goods is set at the outset and not subject to change unless the scope of work changes. Any cost increase due to adverse performance is the responsibility of the seller, who is obligated to complete the effort. Under the FFP contract, the buyer should precisely specify the product or services to be procured, and any changes to the procurement specification can increase the costs to the buyer.
?? Fixed Price Incentive Fee Contracts (FPIF). This fixed-price arrangement gives the buyer and seller some flexibility in that it allows for deviation from performance, with financial incentives tied to achieving agreed upon metrics. Typically such financial incentives are related to cost, schedule, or technical performance of the seller. Performance targets are established at the outset, and the final contract price is determined after completion of all work based on the seller?s performance. Under FPIF contracts, a price ceiling is set, and all costs above the price ceiling are the responsibility of the seller, who is obligated to complete the work.
?? Fixed Price with Economic Price Adjustment Contracts (FP-EPA). This contract type is used whenever the seller?s performance period spans a considerable period of years, as is desired with many long-term relationships. It is a fixed-price contract, but with a special provision allowing for pre defined final adjustments to the contract price due to changed conditions, such as inflation changes, or cost increases (or decreases) for specific commodities. The EPA clause needs to relate to some reliable financial index, which is used to precisely adjust the final price.
The FP-EPA contract is intended to protect both buyer and seller from external conditions beyond
their control.
– Cost-reimbursable contracts. This category of contract involves payments (cost reimbursements) to the seller for all legitimate actual costs incurred for completed work, plus a fee representing seller profit.
Cost-reimbursable contracts may also include financial incentive clauses whenever the seller exceeds, or falls below, defined objectives such as costs, schedule, or technical performance targets. Three of the more common types of cost-reimbursable contracts in use are Cost Plus Fixed Fee (CPFF), Cost Plus Incentive Fee (CPIF), and Cost Plus Award Fee (CPAF).
A cost-reimbursable contract provides the project flexibility to redirect a seller whenever the scope of work cannot be precisely defined at the start and needs to be altered, or when high risks may exist in the effort.
?? Cost Plus Fixed Fee Contracts (CPFF). The seller is reimbursed for all allowable costs for performing the contract work, and receives a fixed-fee payment calculated as a percentage of the initial estimated project costs. A fee is paid only for completed work and does not change due to seller performance. Fee amounts do not change unless the project scope changes.
?? Cost Plus Incentive Fee Contracts (CPIF). The seller is reimbursed for all allowable costs for performing the contract work and receives a predetermined incentive fee based upon achieving certain performance objectives as set forth in the contract. In CPIF contracts, if the final costs are less or greater than the original estimated costs, then both the buyer and seller share costs from the departures based upon a prenegotiated cost-sharing formula, for example, an 80/20 split over/under target costs based on the actual performance of the seller.
?? Cost Plus Award Fee Contracts (CPAF). The seller is reimbursed for all legitimate costs, but the majority of the fee is earned only based on the satisfaction of certain broad subjective performance criteria defined and incorporated into the contract. The determination of fee is based solely on the subjective determination of seller performance by the buyer, and is generally
not subject to appeals.
– T ime and Material Contracts (T&M). Time and material contracts are a hybrid type of contractual arrangement that contain aspects of both cost-reimbursable and fixed-price contracts. They are often used for staff augmentation, acquisition of experts, and any outside support when a precise statement of work cannot be quickly prescribed. These types of contracts resemble cost-reimbursable contracts in that they can be left open ended and may be subject to a cost increase for the buyer. The full value of the agreement and the exact quantity of items to be delivered may not be defined by the buyer at the time of the contract award. Thus, T&M contracts can increase in contract value as if they were costreimbursable contracts. Many organizations require not-to-exceed values and time limits placed in all T&M contracts to prevent unlimited cost growth. Conversely, T&M contracts can also resemble fixed unit price arrangements when certain parameters are specified in the contract. Unit labor or material rates can be preset by the buyer and seller, including seller profit, when both parties agree on the values for specific resource categories, such as senior engineers at specified rates per hour, or categories of materials at specified rates per unit.
“Organizational Process Assets” is an input for the process “Conduct Procurements “.
Elements of the organizational process assets that can influence the Conduct
Procurements process include, but are not limited to:
– Listings of prospective and previously qualified sellers,
– Information on relevant past experience with sellers, both good and bad, and – Prior agreements.
Whenever a prior agreement is in place, the buyer and seller roles will have already been decided by executive management. In some cases, the seller may already be working under a contract funded by the buyer or jointly by both parties. The effort of the buyer and seller in this process is to collectively prepare a procurement statement of work that will satisfy the requirements of the project. The parties will then negotiate a final contract for award.
“Organizational Process Assets” is an input for the process “Identify Stakeholders”.
The organizational process assets that can influence the Identify Stakeholders
process include, but are not limited to:
– Stakeholder register templates,
– Lessons learned from previous projects or phases, and – Stakeholder registers from previous projects.
“Organizational Process Assets” is an input for the process “Plan Stakeholder Management”.
All organizational process assets are used as inputs for the Plan Stakeholder Management process. Of these, lessons learned database and historical information are of particular importance, because they provide insights on previous stakeholder management plans and their effectiveness. These can be used to plan the stakeholder management activities for the current project.
“Organizational Process Assets” is an input for the process “Manage Stakeholder Engagement”.
The organizational process assets that can influence the Manage Stakeholder
Engagement process include, but are not limited to:
– Organizational communication requirements,
– Issue management procedures,
– Change control procedures, and – Historical information about previous projects.
This definition was found in the PMBOK V5
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