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1 - INTRODUCTION






                         The following list includes examples of operational stakeholders (depending upon the business):

                           •  Plant operators,
                           •  Manufacturing line supervisors,
                           •  Help desk staff,

                           •  Production system support analysts,
                           •  Customer service representative,

                           •  Salespersons,
                           •  Maintenance workers,

                           •  Telephone sales personnel,
                           •  Call center personnel,
                           •  Retail workers,

                           •  Line managers, and
                           •  Training officers.



                      1.5.2 organizations and Project Management

                         Organizations use governance to establish strategic direction and performance parameters. The strategic
                      direction provides the purpose, expectations, goals, and actions necessary to guide business pursuit and is aligned
                      with business objectives. Project management activities should be aligned with top-level business direction, and
                      if there is a change, then project objectives need to be realigned. In a project environment, changes to project
                      objectives affect project efficiency and success. When the business alignment for a project is constant, the chance
                      for project success greatly increases because the project remains aligned with the strategic direction of the
                      organization. Should something change, projects should change accordingly.


                      1.5.2.1 Project-Based organizations

                         Project-based organizations (PBOs) refer to various organizational forms that create temporary systems
                      for carrying out their work. PBOs can be created by different types of organizations (i.e., functional, matrix, or
                      projectized (see 2.1.3)). The use of PBOs may diminish the hierarchy and bureaucracy inside the organizations as
                      the success of the work is measured by the final result rather than by position or politics.


                         PBOs conduct the majority of their work as projects and/or provide project rather than functional approaches. PBOs
                      can refer to either entire firms (as in telecommunications, oil and gas, construction, consultancy, and professional
                      services) multi-firm consortia, or networks; it is also possible that some large project-based organizations have
                      functional support areas or that the PBO is nested within subsidiaries or divisions of larger corporations.








             14       ©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK  Guide) – Fifth Edition
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                                           Licensed To: Jorge Diego Fuentes Sanchez PMI MemberID: 2399412
                                       This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
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