| Sampling Factors: |
Location (Not Relevant: Some projects and services are occurring locally, such as at a headquarters location, or are managed by headquarters-based personnel. Others are occurring in the field and are being managed primarily by field personnel. However, this does not have a notable distinguishing effect on process implementation and performance.)
Customer (Not Relevant: Although each customer tends to have its own preferences relating to details such as progress report formats, information, and frequency, the customer does not have a significant influence on how processes are implemented or performed within the organizational unit.)
Size (Not Relevant: Generally, projects are planned, managed, and performed in two general categories: large projects follow a more-structured approach, and small projects follow a similar, but more flexible approach. However, the process is fundamentally the same and only tailoring choices differ. Hence, ‘Size’ does not influence process implementation.)
Organizational Structure (Not Relevant: The organizational unit has a relatively flat management structure. Therefore, organizational structure does not cause significant variations in the performance of processes.)
Type of Work: The organization has two major different types of projects and/or basic units: those that are development-intensive, and those that are service-intensive. Therefore, the majority “type of work” that a project performs does significantly affect how processes are performed. |