Day: 18/05/2014

Enterprise Environmental Factors vs Organizational Process Assets.

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Anyone who is studying for the PMI-RMP® exam must understand the Enterprise Environmental Factors (EEF) and the Organizational Process Assets (OPA´s).

In the 5th edition of the Guide to the Project Management Body of knowledge (PMBoK®), EEF and OPA feature as inputs to or outputs in most of the project management processes and as inputs in all the Risk processes. So it is worthwhile getting an intuitive understanding of what these are as well as the difference among them.
The PMBoK® offers a long list of factors and there is a temptation among students to learn these off but PMI-RMP ® exam wants to apply your knowledge in realistic situations, so understanding them is more important than raw knowledge.

Enterprise Environment Factors (EEF’s)

In essence, Enterprise Environment Factors (EEF’s) make up the environment your project functions in and they are internal and external factors. Moreover, they are factors that influence or constrain or direct your project and you are not controlling them entirely (like OPA). So, for example, you need to consider the company you work for – its culture and structure – and the market your company is aiming for – its regulatory environment and the needs and wants of its customer base.


Examples of EEF are:

  • Stakeholder risk tolerances.
  • Government and Industry standards ( Regulatory Agency ).
  • Political climate.
  • Quality Standards.
  • Infrastructure ( Existing facilities, capital equipment ).
  • Existing human resources.
  • Work Authorization System.
  • Market place conditions.
  • PMIS.
  • Benchmarking.
  • Commercial Databases.
  • Culture.
  • PMIS.
  • Risk Attitude of organization.

* (The list included here is not an exhaustive, but indicative.)


Organizational Process Assets (OPA)

On the other hand, Organizational Process Assets (OPA) are the plans, processes, policies, procedures, historical information and knowledge bases specificto and used by the performing organization. The planned and actual schedules from previous projects, the lessons learned documentation and the various logs and registers from earlier projects will help you understand the environment you will have to master. They will give you valuable insights into who are the good people, who are the difficult stakeholders and what risks should be considered in this new environment.

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Moreover, you will likely find templates for the major documents and encounter strange names for familiar artefacts – for instance, the Project Charter is sometimes called a Project Proposal. So the Organizational Process Assets often have to be filtered through your PMP® or PMI-RMP® knowledge to find out what they are actually for. Finally of course, a sound project closure process will provide the knowledge base that forms the other aspect of Organizational Process Assets.
Examples of OPA are:

  • Lessons learned.
  • Historical information.
  • Studies of similar projects.
  • Risk categories.
  • Standard templates.
  • Roles and responsibilities.
  • Stakeholder register.
  • Project files.
  • Risk breakdown Structure ( RBS ).
  • Change control procedures.
  • PI Matrix.
  • Templates.
  • Risk tolerance areas and risk thresholds.
  • Risk rating rules.

* (The list included here is not an exhaustive, but indicative.)

If you would like to learn more about Enterprise Environmental Factors and Organizational Process Assets concerning the PMI-RMP® exam, please join prep courses (indoor or on-line) by visiting our following training pages:


We can run our Risk Management courses worldwide by making training more convenient for you. To get more details, please contact us directly.

Note: PMI, PMP, and PMBOK Guide are registered marks of the Project Management Institute, Inc

Sources: (PMBOK Guide 5th edition.)