Organizational Process Assets

We see that each project management process has its own specific inputs. Organizational process assets, on the other hand, are a concept that appears as input in the vast majority of processes, which can create input in quite a lot of areas. In simple terms, organizational process assets are rules, assets, procedures, and sources of information based on the organization that can be useful for the successful conclusion or positive progress of the project.

Environmental enterprise factors and organizational process assets are two different inputs that are involved in most processes, often conceptually confused with each other. However, it should be noted that while organizational process assets are only internal factors contained within the organization, Environmental enterprise factors can be caused by both internal or external factors.

The use of organizational process assets benefits the project manager as time and resource efficiency. Instead of creating an input from scratch, which normally requires us to use resources, spend time to create an input, make an estimate, or operate a process, using the information or inputs that our organization already has is a much more rational solution.

Organizational process assets can be roughly categorized into three headlines as policies, procedures, and processes, the knowledge base of the organization, and historical knowledge of subject matter experts and members of the organization. The depth of the organizational process assets increases with the project experience of the organization. It is natural that with more projects conducted by any organization, it would have a larger scale of lessons learned repository, it would have more templates, more staff with former experience.

What are the examples of organizational process assets?

Common examples of organizational process assets are as below:

  • Templates for useful and important project documents,
  • Your organization's policies and procedures,
  • Portfolio, program, and project governance framework,
  • Monitoring and reporting methods,
  • Specific guides,
  • Softwares that your organization owns,
  • Databases,
  • Historical knowledge,
  • Lessons learned repository,
  • Lessons learned repository with information about the preferences, actions, and involvement of stakeholders,
  • Change control procedures,
  • Risk control procedures, and communication requirements of the organization,
  • Project information from previous similar projects,
  • Project files from previous projects,
  • General corporate knowledge that your organization gained during years of active work.