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LESSON 1
or
BUSINESS
e
ENVIRONMENT
at

• Foundation
• Strategic Alignment
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• Project Benefits and Value

• Organizational Culture and
Change Management
up

• Project Governance
• Project Compliance
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Learning Objectives

is
D
• Define ‘project’ and how it relates to the larger • Discuss strategic alignment and its elements.
discussion of project management.

• Discuss the different types of

organizational structures and how they
or • Explain the impact of business factors on
strategic alignment.

• Determine how projects align with

relate to your project’s management.
e
business strategy.
•
at

Discuss the principles of project

• Identify types of business value.
management.
• Describe change management theory and its
•
lic

Discuss the principles of agile and how

relation to organizational change.
they relate to your project’s management.
• Define and discuss project governance.
up

• Explain project compliance and its importance.

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or
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Foundation
at

TOPIC A
lic
up
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Project
A project:

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• Creates a unique product, service or result
• Is time-limited
•
•
Drives change or
Enables value creation for a business or organization
e
Project success depends on:
at

• Organizational project maturity

• Project manager effectiveness
lic

• Funding and resource availability

• Team member skill levels
• Collaboration and communication within the team and with key
up

stakeholders
• Understanding of the core problem and related needs
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The Evolution ca. 1969 – PMI founded
of Project

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The application of knowledge, skills,
Management tools and techniques to project activities
to meet the project requirements

Can you describe, in your

or
e
own words, how project
management has changed
at

during this time? 2022 - Toward a systems view

lic

“Projects do not simply produce outputs, but more

importantly, enable those outputs to drive
outcomes that ultimately deliver value to the
up

organization and its stakeholders.”

- PMBOK® Guide - Seventh Edition

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Project Management Life Cycles and Development Approaches

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Description Key Roles Value Delivery Proposition

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Plan-based approach: • Project sponsor authorizes • Deliverables transitioned to
• Activities completed in a project customer at completion
distinct or linear fashion
• New phase begins only
when the previous phase
•
or
Team led by project manager • Value realized in both short and
long term
e
is completed
at

Change-based approach: • Product owner controls value • Iterative or incremental delivery

• Agile, incremental or proposition to customer during life cycle
• •
lic

iterative development Project team delivers work Regular customer feedback

• Timeboxed cadence • Process roles include team cycle enables continuous
(iterations/sprints) or lead, scrum master, agile development of value toward a
”final” product
up

continuous flow coach, facilitator

Any combination of the above

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Project
Management PMOs can be: Directive​

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• Manage shared resources​
Office (PMO)* Supportive • Coordinate communication across
• Develop best practices, projects
or
methodologies, standards and
templates​
• Coach, mentor, train, guide project
Agile Centers of Excellence (ACoEs)
aka Value Delivery Office (VDO)
e
Many large and managers​
established project- ACoEs enable, rather than manage,
at

oriented organizations Controlling​ project efforts:

have a PMO, but PMOs • Monitor compliance with project
lic

are not a requirement for management standards, policies, • Coach teams

procedures and templates via • Build agile mindset, skills and
project management
project audits​ capabilities throughout the
up

practice.
organization
• Mentor sponsors and product
owners
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OPM: Organizational project management (OPM) – strategy execution framework
that coordinates project, program, portfolio and operations management, and
A System for

D
which enables organizations to deliver on strategy
Value Delivery

or External Environment

Internal Environment

System for Value Delivery

e
Program
Portfolio A Portfolio B
at

B.1

Program Program Program

Projects
A.1 A.2 B.1
lic

Projects Projects

Projects Projects
up

Operations
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Projects,
Programs, Collection of projects, programs,

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Portfolio subsidiary portfolios and operations Aligns with business
Portfolios Management managed in a group to achieve strategic strategies

or
objectives

Group of related projects, subsidiary

Controls components
programs and program activities
e
Program and
managed in a coordinated manner to
Management
at

interdependencies to
obtain benefits not available from
realize benefits
managing them individually
lic

Enables achievement
Project Part of a broader program, portfolio or
of organizational
Management both
up

goals and objectives

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Organizational
Structures

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• Functional
• Matrix
or
Organizational structure and governance affects/determines:

• How organizational groups and individuals interrelate

e
• Project-oriented
• How much authority the project manager has
at

• Composite
• What resources will be available
• How the project will be conducted
lic
up
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Relative Authority in Organizational Structures

is
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Functional Matrix Project-oriented

Team member Functional

Conflicted loyalty Project
loyalty

Team member
department

Functional manager
or
Both functional
manager and project Project manager
reporting
e
manager
at

Project manager Coordinator to full Full-time and

Seldom identified
role project manager responsible
lic

Full-time on project
Team member role Part-time on project Part-time on project
(preferred)

Control of project Nonexistent Medium – shared with

up

manager over team (functional manager functional High

members controls) manager/sponsor
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Interactive/Activity

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Think of your current or a recent
project. Can you identify the
organizational structure type and
describe how it affects your
or
project in the following ways?
e
at

• How organizational groups and

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individuals interrelate
• The project manager’s authority
• Resource availability
up

• How the project is conducted

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Project
Management

D
a. Be a diligent, respectful and caring steward
Principles b. Recognize, evaluate and respond to system interactions
Guidance for All
Project
Practitioners
c. Navigate complexity
or
d. Create a collaborative project team environment

e. Demonstrate leadership behaviors

e
f. Optimize risk responses
at

g. Effectively engage with stakeholders

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h. Tailor based on context

i. Embrace adaptability and resiliency

up

j. Focus on value

k. Build quality into processes and deliverables

l. Enable change to achieve the envisioned future state

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From Principles to Performance Domains

is
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Stakeholders
Use the 12 principles to guide
behavior in the 8 project
performance domains
or
Uncertainty Team
e
Development
at

Measurement Principles Approach and

Life Cycle
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Delivery Planning
up

Project Work
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Agile

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Derived from:
• Four values from the Agile Manifesto
• 12 principles
or
e
There are more than 50 known agile
at

practices and methods in use!

lic
up
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The Agile
Manifesto for “We are uncovering better ways of developing software by doing it and

D
helping others do it.
Software
Development
or
Through this work we have come to value:

Individuals and interaction over Process and tools

e
Comprehensive
Working software over
at

documentation
Customer collaboration over Contract negotiation
lic

Responding to change over Following a plan

up

That is, while there is value in the items on the right, we value the items
on the left more.”

-2001
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Principles
Behind the 1. Our highest priority is to satisfy the customer through early and

D
Agile continuous delivery of valuable software.
Manifesto 2. Welcome changing requirements, even late in development. Agile
1 to 6 or
processes harness change for the customer’s competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a

e
couple of months, with a preference to the shorter timescale.
at

4. Businesspeople and developers must work together daily throughout

the project.
lic

5. Build projects around motivated individuals. Give them the

environment and support they need and trust them to get the job
done.
up

6. The most efficient and effective method of conveying information to

and within a development team is face-to-face conversation.
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Principles
Behind the 7. Working software is the primary measure of progress.

D
Agile 8. Agile processes promote sustainable development. The sponsors,
Manifesto developers, and users should be able to maintain a constant pace

7 to 12
indefinitely.
or
9. Continuous attention to technical excellence and good design
enhances agility.
e
10. Simplicity – the art of maximizing the amount of work not done – is
essential.
at

11. The best architectures, requirements, and designs emerge from self-
organizing teams.
lic

12. At regular intervals, the team reflects on how to become more

effective, then tunes and adjusts its behavior accordingly.
up
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Agile:
The “Far Side” of “Doing Agile vs. Being Agile”

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Adaptive
Approaches
Agile means:

•
or
Iterations are likely to be shorter

Product is more likely to evolve based on stakeholder feedback

e
at

Still used for software development, and agile principles have been applied to other
kinds of development projects, vis-à-vis the agile mindset.
lic

• Adopt a flexible, change-friendly way of thinking and behaving

• Understand the purpose of these practices

up

• Select and implement appropriate practices based on context

• Internalize agile values, mindset and behavior

D

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Tailor*
Projects to

D
Contexts

or
Because each project is unique, we adapt methods to the unique
project context to determine the most appropriate ways of working to
e
produce the desired outcomes.
at

Tailor iteratively and continuously throughout the project

lic
up
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Tailor Hybrid
Approaches,

D
Processes,
Practices and Apply product knowledge, delivery cadence and awareness of the
Methods
approach
or
available options to select the most appropriate development
e
Tailor processes for the selected life cycle and development
at

approach; include determining which portions or elements should be

added, modified, removed, blended, and/or aligned
lic

Tailor practices and methods to the environment and culture

up
D

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Topics Covered

D
or
e
• Foundational project management concepts
• Project management principles
at

• The Agile mindset

lic

• Tailoring – hybrid approaches, processes and

practices in project management
up
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D
or
e
Strategic Alignment
at

TOPIC B
lic
up
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PMI Talent
Triangle® The PMI Talent Triangle® reflects the skills needed by today’s project

D
professionals and changemakers as they navigate the evolving world of project
management.

Ways of Working or
Mastering diverse and creative ways (predictive, adaptive, design thinking) to
get any job done
e
at

Power Skills
The critical interpersonal skills required to apply influence, inspire change and
build relationships
lic

Business Acumen
Effective decision-making and understanding of how projects align with the big
up

picture of broader organizational strategy and global trends

D

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Strategic
Alignment and Do you:

D
Business
Management • Know your organization’s strategic plan?
Skills or
• Understand how project goals matter to an organization's long-term
vision and mission?
• See a high-level overview of the organization?
e
• Have a working knowledge of business functions?
at

• Have pertinent product and industry expertise?

lic

Can you:

• Explain the essential business aspects of a project?

up

• Work with SMEs and a sponsor to develop an appropriate project

delivery strategy?
• Implement strategy to maximize the business value of project?
D

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Strategic Management Elements and Frameworks

is
D
or Some agile projects use a goal-setting
framework such as OKRs (Objectives
e
and Key Results) that describes the
at

organization’s objectives and desired

key results.
lic

ongoing
up

Note: From PMI’s Standard for Portfolio Management

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Organizational
Influences Influences

D
Enterprise Environmental Factors
(EEFs)
or
Conditions outside the
immediate control of the
Internal and External
Refers to all the implicit input or
assets on processes used by
an organization in operating a
Internal
team, and that influence,
• Internal and external to the EEFs business. This may include, but
OPAs
e
constrain, or direct the
(Click to show definition) is not(Click
limited to, business
to show definition)plans,
organization project, program, or
at

processes, policies, protocols,

portfolio.
and knowledge.
Organizational Process Assets (OPAs)
lic

• Project policies, procedures and

templates Process, Corporate
• Historical project information External Internal Policies and Knowledge
up

Procedures Base
D

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Get to Know
the External Use frameworks or prompts to understand external factors that can introduce risk,

D
Business uncertainty, or provide opportunities and affect the value and desired outcomes of a
project:
Environment
•
•
•
or
PESTLE: Political, economic, socio-cultural, technical, legal, environmental
TECOP: Technical, environmental, commercial, operational, political
VUCA: Volatility, uncertainty, complexity, ambiguity
e
at

In addition, review:​
• Comparative advantage analysis​
lic

• Feasibility studies​
• SWOT (strengths, weaknesses, opportunities and threats) analysis​
• Assumption analysis​
up

• Historical information analysis​

• Risk alignment with organizational strategy
D

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Internal Business
Environment Factors

D
• Organizational changes can dramatically

•
impact scope
The project manager, project sponsor or
or
product owner need to be familiar with
e
business plans, reorganizations, process
at

changes and other internal activities

• Internal business changes might cause:

lic

• Need for new deliverables

• Reprioritization of value, including
removal of existing deliverables
up
D

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OPAs and OPAs EEFs
EEFs

D
Processes, policies and procedures Internal

Examples—
• Organizational charts
• Procurement rules
or Examples—
• Resource capabilities
• Organizational culture
• Hiring and onboarding procedures • IT software
e
• Distribution of facilities
at

Organizational knowledge bases

External
lic

Examples—
• Engineering wikis Examples—
• Libraries or archives • Marketplace conditions
• Lessons learned repositories • Laws, regulations and standards
up

• Operating conditions
• Social and cultural influences
D

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Activity:
Project name: Shawpe Lifestyle Centre
Identify OPAs and

D
EEFs
List of EEFs and OPAs:

or
a. Economic demand for a new shopping area

b. Historical society (conservation) building regulations

e
c. Local neighborhood demand for a better town center
at

d. Archive of past large infrastructure projects

lic

e. Approved vendor and contractors list

f. Tenant selection process

up

Which are EEFs? Which are OPAs?

D

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Topics Covered

D
• Define strategic alignment and business
or
acumen
e
• Follow guidelines for effective business
at

decision-making
lic

• Explore organizational influences on projects

• Explain how projects align with broader
up

organizational strategy and global trends

D

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D
or
e
Project Benefits and Value
at

TOPIC C
lic
up
D

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Business Value

D
• The net quantifiable benefit (tangible
and/or intangible) identified from a
business endeavor
or
• Part of the objectives or description of
e
the project in the initiating agreements
at

• Benefits realization is based on declared

business value
lic
up
D

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Examine
Business • Communicate with stakeholders, do the research and use expert

D
Value knowledge
• Examine, evaluate and confirm to determine exactly what is or can be
of value! or
e
Look especially at:
at

• Shareholder value (publicly traded companies) or

lic

business growth (private)

• Customer value
• Employee knowledge
up

• Channel or business partner value

D

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Types of
Business

D
Value
Financial
Gain
or New
Customers
Social
Benefit
e
at
lic

First to Improvement Regularization

Market Technological, Alignment or
process, etc. compliance with
up

standards and
regulations
D

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Needs
Assessment • Usually performed by a business analyst

D
Obtain Data for • Precedes the business case
the Project • Involves understanding of:
or
• Business goals and objectives

• Issues and opportunities

e
at

• Recommends proposals to address:

lic

• What should be done

• Constraints, assumptions, risks and dependencies

Note: From Business
up

Analysis for Practitioners: A • Success measures

Practice Guide
• Implementation approach
D

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Business
Documents

D
• Are developed prior to project start (usually by a business analyst or
key project stakeholder) ​

or
• Contain information about the project’s objectives and contribution to
the business goals​
e
• Help the business to determine whether a project is worth the
at

required investment of time, money, and resources

lic

Review the business documents periodically

up
D

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Business Business case:​ justifies project and establishes boundaries
• Cost-benefit analysis
Documents

D
• Business need
Business Case • Quality specifications
and Benefits • Schedule or cost constraints
Management
Plan
or
Acceptance of the business case usually leads to creation of the project
charter.
e
at

Benefits management plan​ should include:

• Processes for creating, maximizing and sustaining project benefits
lic

• Time frame for short- and long-term benefits realization

• Benefits owner or accountable person
• Metrics
up

• Assumptions, constraints and risks

This is a business document, not part of the project management plan.

D

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Benefit
Measurement Cost-benefit analysis: How businesses justify the selection

D
(authorization) of a project
Methods
Business - “smaller is better”
or
• Estimate payback period — Smallest number (duration) chosen
• Assess opportunity cost — What if we didn’t undertake the project?
e
Financial - largest number (profit) chosen - “bigger is better”
• Time value of money
at

• Present value (PV)

• Future value (FV)
lic

• Net present value (NPV)

• Internal rate of return (IRR)
up

• Return on investment (ROI)

You will not need to calculate any of these for the exam. ​
D

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Project Selection Using Present Value (PV) and Net Present

is
Value (NPV)

D
PV applies to projects that span several time periods when the value of money might change – e.g., inflation

Factors to determine PV include:

• Future value
• Interest rate
or
• Number of periods
e
Net present value (NPV):
at

• Is used for capital budgeting

• Accounts for inflation and macro-economic change (discount rate)
lic

• Compares the value of a currency unit today to the value of the same currency unit in the future
Year 0 1 2 3 4
up

Net Cash Flows -1200 +400 +800 +600 +1200

Factor 1 .91 .83 .75 .68

Net Present Value -1200 +364 +664 +450 +816

D

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How OKRs
Help Deliver • Start with organizational objectives

D
Business • Decide key desired results
Value • Refine further with objectives and key results (OKRs):

•
or
Objectives are goals and intents

Key results are time-bound and measurable milestones under these goals
e
and intents
at

OKR best practices:

lic

• Support each objective with between 3-5 measurable key results

• Aim for 70% success rate to encourage competitive goal-making. A 100%

up

success rate should be re-evaluated as not challenging enough

• Write OKRs that are action-oriented and inspirational and include concrete,
measurable outcomes
D

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Incremental
Value Delivery

D
or
An incremental development approach can:

• Enable value delivery sooner

e
• Attain higher customer value and increased market share
at

• Allow partial delivery (or previews) to customers

lic

• Enable early feedback, allowing for adjustments to the direction,

priorities and quality of the product
up
D

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ECO Coverage

D
3.2 Evaluate and deliver project benefits
and value
• Investigate that benefits are identified
or
e
(3.2.1)
• Evaluate delivery options to deliver value
at

(3.2.4)
lic

2.1 Execute project with the urgency

required to deliver business value
• Assess opportunities to deliver value
up

incrementally (2.1.1)
D

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D
or
Organizational Culture and Change
e
Management
at

TOPIC D
lic
up
D

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Change Management*

D
• Organizations embrace change as a
strategy.
• PMOs build and sustain alignment
between projects and the organization.
or
e
• Whether your organization has a PMO
or not, you are a “changemaker”!
at

• Tailor a strategy to
lic

circumstances, people and timing

• Use a robust approach
up
D

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Manage
Organizational

D
Change
Impacts on
Projects or
• Assess organizational culture
• Evaluate impact of organizational change to project and determine
e
required actions
at

• Recommend options for changes to project

• Continually monitor external business environment for impacts to
lic

project scope/backlog
up
D

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Get to Know
Organizational Cultures

D
and Styles

• View of leadership, hierarchy and

authority
or
• Shared vision, beliefs and expectations
e
• Diversity, equity and inclusion practices
at

• Risk tolerance
lic

• Regulations, policies and procedures

• Code of conduct
up

• Operating environments
• Motivation and reward systems
D

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Risk, Culture
and Change in

D
Organizations
Risk threshold and appetite are shaped by diverse values of:
• Country/region
• Industry/sector
or
• Leadership
e
• Project team
at
lic

These must be understood with care to:

• Establish effective approaches for initiating and planning projects
• Identify the accepted means for getting work done
up
D

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Change
Management

D
Framework
“Organizational change requires individual change”

or
The ADKAR® model names five milestones an individual must achieve
in order to change successfully:
e
• A – Awareness of the need for change
at

• D – Desire to support the change

• K – Knowledge of how to change
lic

• A – Ability to demonstrate new skills and behaviors

• R – Reinforcement to make the change stick
up
D

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Actions to
Support DO DON’T

D
Change
• Coach co-workers to support the • Force changes – Involve and
or
business — patience and
compassionate mentoring are key
consult; aim to secure buy-in to
the reasons for change
e
• Enable an agile operating • Alienate resisters – Change can
at

system - Coach team members in breed conflict, so proceed

agile to facilitate adoption of a carefully
lic

change-centered mindset

• Keep knowledge current –

up

Continuously improve processes

and knowledge
D

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Plan for Change

D
Define the knowledge transfer, training and
readiness activities required to implement the
change brought by the project
• Include an attitudinal survey to find out how
people are feeling
or
e
• Create an informational campaign to
at

familiarize people with changes

• Be open and transparent about potential
lic

effects of the changes

• Consider creating a rollout plan
up

The rollout plan is not a project

management plan component.
D

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Organizational Transformation

is
for Project Practitioners

D
• A North Star statement articulates the
vision and strategic objectives or Brightline® - a
PMI initiative

• Customer insights and global megatrends

e
The Brightline
at

• A flat, adaptable cross-functional Transformation Compass

transformation operating system and five building blocks of
lic

transformation - an
• Internal volunteer champions (not external enterprise-level change
consultants) management framework
up

• Inside-Out Employee Transformation

(similar to ADKAR)
D

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ECO Coverage

D
3.4 Support organizational change
• Assess organizational culture (3.4.1)
or
• Evaluate impact of organization change
e
to project, and determine required
at

actions (3.4.2)
• Evaluate impact of the project to the
lic

organization and determine required

actions (3.4.3)
up
D

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D
or
e
Project Governance
at

TOPIC E
lic
up
D

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Project Governance

D
The framework, functions, and processes
that guide project management activities to
create a unique product, service, or result
to meet organizational, strategic, and
or
operational goals.
e
at

Key benefits:
• Offers a single point of accountability
lic

• Encompasses the project life cycle

up

Governance type differs among

organizations and projects.
D

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Project Too much governance can annoy stakeholders, while relaxed
Governance governance can lead to a lack of stakeholder engagement or

D
accountability.
What Kind and
How Much?
Governance: or
• Is typically already in place – established by a PMO or aligned with
e
organizational policies
at

• Depends on strategic importance of project, constraints or oversight

requirements
lic

• Critical for managing internal or external business environment change

up

and deviations in budget, scope, schedule, resources or quality

• Budget management oversight is a key governance area.
D

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Project Governance: Components

is
D
Processes for:

• Change • Stage gate or phase reviews

•
•
Communication
Documentation—e.g., project management
or
• Guidelines for aligning project governance
and organizational strategy
•
e
plan Project life cycle and development
• approach
at

Decision-making
• Internal stakeholder alignment with project • Project organization chart with roles
lic

process requirements • Project success and deliverable acceptance

• Review and approval of changes above criteria
project manager authority level • Relationship among project team,
up

• Risk and issue identification, escalation, organizational groups, and external

and resolution stakeholders
D

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Governance in
Adaptive

D
Projects
Can:

or
• Document outputs and expectations
• Provide a clear view of project status from:
• Defined iteration/sprint expectations and outputs
e
• Releases tied to specific dates
at

• “Real-time” monitoring of project output through daily standups

lic

Iterative approaches enable quicker and less costly identification of

value-based outputs than predictive
up
D

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Governance
Board

D
aka Project Board
or Steering • Provides project oversight
Committee or
• May include project sponsor, senior managers and PMO resources
• May be responsible for:
e
• Reviewing key deliverables
at

• Providing guidance for project decisions

Does anyone have

lic

Projects that use Scrum or SAFe® use intermediary governance

experience with a project
governance board?
boards to liaise between the project and organizational
governance
up

Describe how it works

with your project.
D

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Governance For problems outside a project’s thresholds or tolerance levels:
Defines

D
Escalation • Escalate to the responsible stakeholder who is authorized to take action;
Procedures
or
• But if an issue is within the threshold, then work with the team to find a
resolution.
e
at
AUTHORITY
lic

Responsible
Stakeholders
up

Project
TOLERANCE
Team

PROBLEM
D

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Governance
and Life Governance system works alongside the value delivery system — the

D
Cycles project life cycle.
A Systems View
or
Why? To enable smooth workflows, manage issues and support
decision making.
e
Remember the project
management principle -
at

Recognize, evaluate and

respond
lic

to system interactions

Value delivery as Value delivery

up

product of life cycle embedded in life

cycle
D

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Governance Checkpoints: Phase Gates and Iterations

is
D
Predictive Adaptive

Split work into phases Split work into releases

or
Review results at a phase gate – aka, governance
Review results at end of iterations
gate, kill point, or tollgate
e
at

Decide:
• Continue to the next phase Gather feedback and take action to improve value in
• Continue with modifications, or next iteration
lic

• End a project or program

Continue until customer’s acceptance criteria – e.g.,

up

definition of done or MVP – is satisfied or project

ends
D

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Project Phases
Relationships

D
Phases produce one or more deliverables; outputs from one phase are
or
generally inputs to the next phase.
They can have sequential or overlapping relationships.
e
at

PHASE GATE
lic

PHASE 3
PHASE 1 PHASE 2
up

0 6 12 18 24 30 36
D

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Apply
Governance

D
to Predictive PHASE 3
Project PHASE 1 PHASE 2
Phases or
e
At the • Verify and validate project assumptions
• Analyze risks
at

beginning of a
phase: • Provide detailed explanation of phase deliverables
lic

• Key deliverables produced

At the end:
• Review to ensure completeness and acceptance
up

If huge risks are encountered, deliverables are no longer

needed or requirements change, a phase or project will be
terminated.
D

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ECO Coverage

D
2.14 Establish project governance structure
or
e
• Determine appropriate governance for a
at

project (e.g., replicate organization

governance) (2.14.1)
• Define escalation paths and thresholds
lic

(2.14.2)
up
D

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D
or
e
Project Compliance
at

TOPIC F
lic
up
D

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Compliance
• Internal and external standards include:

D
• Government regulations

• Corporate policies
or
• Product and project quality

• Project risk
e
• PMO monitors compliance at organizational level
at

• Project team is also responsible for project activity-related compliance,

lic

including:

• Quality of processes and deliverables/products

up

• Procurement and work by vendors

D

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Compliance Requirements

D
Legal or regulatory constraints include:

• Requirements for specific practices

• Standards
or
e
• Privacy laws
at

• Handling of sensitive information

lic

Quality: Tailor to your project — How much

process rigor and quality control is
up

relevant?
D

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Compliance
Categories

D
Classification • Environmental risks

• Workplace health and safety

or
• Ethical/non-corrupt practices

• Social responsibility
e
• Quality
at

• Process risks
lic

Categories vary based on:

up

• Industry and solution scope

• Unique legal and regulatory exposure

D

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Compliance
Threats

D
How to
Investigate
or
• Where/who in the organization handles compliance?

• What legal or regulatory requirements impact the organization? e.g.

e
workplace safety, data protection, requirements for professional
memberships
at

• What is the organization’s quality policy?

lic

• Are the team and stakeholders aware of compliance matters?

up
D

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Treat
Compliance as • Proactively track and manage risks for compliance requirements

D
a Project • Be prepared to perform quality audits
Objective
• Continuously validate legal and regulatory compliance for deliverables
or
• Check compliance before the end of the project to avoid transferring issues

• In a risk or dedicated compliance register, include:

e
o The identified risk
at

o A responsible risk owner

lic

o Impact of a realized risk

o Risk responses
up

Larger organizations or those in highly regulated industries typically

have a compliance department or officer.
D

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Compliance
Five Best

D
Practices

or
• Documentation: Updated compliance needs and risks

• Risk planning: Prioritize compliance in risk planning

e
• Compliance council: Includes quality/audit specialists and relevant
at

legal/technical specialists

• Compliance audit: Formal process

lic

• Compliance stewardship: It’s your responsibility!

up
D

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Interactive/Activity

D
Let’s talk about compliance.
or
e
at

• Does your organization have a quality

policy?
lic

• Do you know where to find the quality

policy or standards for your projects?
up

• What kinds of compliance activities are

you involved with?
D

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ECO Coverage

D
3.1 Plan and manage project compliance
or
• Confirm project compliance requirements
e
(e.g., security, health and safety,
at

regulatory compliance (3.1.1)

lic

• Classify compliance categories (3.1.2)

• Analyze the consequences of non-

up

compliance (3.1.5)
D

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Licensed For Use Only By: Nanda Kishore Kakulla 8252561 Dec 15 2023 2:5