Project Management Body of Knowledge PMBOK Guide, 5th Ed 2013

Enterprise environmental factors refer to conditions, not under the control of the project team, that influence, constrain, or direct the project

The organizational knowledge base for storing and retrieving information includes, but is not limited to:
• Configuration management knowledge bases containing the versions and baselines of all performing organization standards, policies, procedures, and any project documents;
• Financial databases containing information such as labor hours, incurred costs, budgets, and any project cost overruns;
• Historical information and lessons learned knowledge bases (e.g., project records and documents, all project closure information and documentation, information regarding both the results of previous project selection decisions and previous project performance information, and information from risk management activities);
• Issue and defect management databases containing issue and defect status, control information, issue and defect resolution, and action item results;
• Process measurement databases used to collect and make available measurement data on processes
and products; and
• Project files from previous projects (e.g., scope, cost, schedule, and performance measurement baselines, project calendars, project schedule network diagrams, risk registers, planned response actions, and defined risk impact)

The organization’s processes and procedures for conducting project work include, but are not limited to

information. Organizational process assets may include completed schedules, risk data, and earned value data. Organizational process assets are inputs to most planning processes. Throughout the project, the project team members may update and add to the organizational process assets as necessary. Organizational process assets may be grouped into two categories: (1) processes and procedures, and (2) corporate knowledge base

The process assets also include the organization’s knowledge bases such as lessons learned and historical information

These process assets include formal and informal plans, processes, policies, procedures, and knowledge bases, specific to and used by the performing organization

Organizational process assets are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization. They include any artifact, practice, or knowledge from any or all of 2
the organizations involved in the project that can be used to perform or govern the project

Many organizational structures include strategic, middle management, and operational levels. The project manager may interact with all three levels depending on factors such as:
• Strategic importance of the project,
• Capacity of stakeholders to exert influence on the project,
• Degree of project management maturity,
• Project management systems, and
• Organizational communications.
This interaction determines project characteristics such as:
• Project manager’s level of authority,
• Resource availability and management,
• Entity controlling the project budget,
• Project manager’s role, and

Many organizations involve all these structures at various levels, often referred to as a composite organization

In a projectized organization, team members are often colocated. Most of the organization’s resources are involved in project work, and project managers have a great deal of independence and authority. Virtual collaboration techniques are often used to accomplish the benefits of colocated teams