To find out the procedures, guidelines, and information that already exists within an organization, you would go for the Organizational Process Assets. The role of the Organizational Process Assets is to implement policies and procedures that already exist with the company, implement process and guidelines for project management that already exist, and to keep file of historical information and experiences learned from the past. The policies, procedures, and guidelines are acquired from previous project management experience within the organization.

I agree with @Jbarbee that the organizational process assets should contain that information. Additionally, I think all these processes come from the previous experience of any project manager. Many take a template and populate or edit it in such a way that it better fits the company. However, in my experience, I have found most of these documents being made from various meetings between all the moving parts of the company. In these meetings, the team reviews each step of the documents in detail to assess their impact and their implications. This way there are more eyes on the document, which help refine it further.

I agree with the previous commenters as to answering the question of which group to go to find out various information about the company procedures, guidelines, policies, etc. The Organizational Process Assets (OPAs) are any assets related to the project available directly to the team and the entire company. This can include a wide array of information from any procedural-related assets to personal responses of other teams that worked on projects that can be related to the current one at hand. This information can be classified into two categories: processes and procedures and corporate knowledge base. Processes and procedures are any documents that have been filed and processed within the company. These documents may outline procedures, SOPs, or even policies of the company. Furthermore, the documents possess knowledge that can help the team maneuver through the red tape for projects and help them perform as efficiently as possible. Some previous lessons learned on similar projects may also be available to the team which can provide the team with insight into what works and may not work given a scenario in the project. On the other hand, corporate knowledge base refers to any intellectual property the company may have, "trade secrets", and sensitive data from previous test results which all could be beneficial for the team. These pieces of information are much more sensitive and attributed to the company's ethics, culture, and performance in the industry.

As mentioned in previous replies, organizational process assets (OPAs) are the primary source for procedures and guidelines that exist within a company. OPAs contain documented procedures and guidelines that provide a framework for how the work is performed in the company. Moreover, OPAs provide templates and forms that ensure consistency and save time during reporting and communication. Moreover, OPAs provide organizational policies and guidelines that look over different areas of the project such as quality management and risk management which ensures compliance with policies and external regulations/standards. 

As mentioned earlier replies, Organizational Process Assets (OPA) refer to the plans, processes, policies, procedures, and knowledge bases that are specific to an organization. OPA can come from various sources, such as templates of previous forms. This is one of the best ways to use standardized documents, as project teams can maintain consistency in their processes, reducing the likelihood of errors and misunderstandings. This approach saves time and effort in the planning, and based on that, this is one of the main parts of starting a project. This is a reliable way.

I personally choose the initiator or sponsor of the project and I know the reason for this in many personal and professional cases.
One of my most important experiences in PM work is that one should first know all the details and facilities and ease of hospital equipment specifically and check it thoroughly. The advantage of this work compared to other cases is that you check all the details yourself and solve the problems with your own abilities and creativity. And on the other hand, you don't spend time to review the past items and your time is saved to advance the project.

During the lecture, Dr. Simon had explained and defined these three inputs that make up the initiating process group of PM. The Enterprise Environmental Factor is everything you know about the organization’s culture and how the organization behaves around projects. This also includes any software that the organization uses, as well as the different types of people involved or available to do the project. The Organizational Process Assets are the SOPs, procedures, and policies that exist in the company on how to do the project. It even includes the lessons learned, historical information from the past. The Project Initiator or Sponsor is someone who proposes the project, gives a statement of work, and signs the contract for the work. To answer these questions from the original post, the Organizational Process Assets is the group that people go to find out about the procedures, guidelines, and information that already exist within the company. Dr. Simon had also mentioned that you really should record the lessons learned from a project and store it away so that it could be retrieved. The retrieval of the lessons learned from previous projects are essential for future projects to make sure you are not making the same mistakes that the people made in the past. The PMBOK Guide said the same exact thing as the lecture. These guidelines, procedures, and information come from past projects and they act as inputs for new projects for knowledge transfer from the past projects to the current or future projects. From the book, they also include artifacts, practice, or knowledge from any or all of the organizations involved in the project that can be used to perform or govern the project.

To add onto the discussion, since the SOPs, guidelines, procedures, policies, historical information, and lessons are to be noted in great details, updated, and stored away properly for future reference and retrieval, if the organization does not do any sort of documentation or does not update with the relevant or current information, what are the consequences for that organization or the new project manager that needs it for the new project?

I believe, as a project manager, if you see that your team members are experiencing some kind of personal issue with each other, your task is to remain composed and focused on the work and avoid taking sides. If I were in this situation, I would likely meet with each team member separately to hear their concerns and then try to bring everyone together to come up with a way to resolve the issue in a way that will allow the rest of the team to move forward. People may simply require clear communication and reminding of the teams’ collective objectives, so issues do not escalate further than necessary.
In addition to this, I believe it is also essential to act quickly to prevent the conflict from impacting the team's timelines or environment. However, being impartial can be difficult since almost every decision seems to favor one team member over another. In what manner do you believe a project manager should handle conflicts, either immediately, or by giving team members some time to attempt to resolve their issues amongst themselves?

Regulatory authorities, third-party organizations, or internal auditors will issue their findings, including identified non-compliances or non-conformances. Not having a written procedure is a failure to meet an internal requirement or an established standard. However, it does happen, and it is not uncommon, whether the written procedure was never created or approved, or the procedure was not updated to reflect current practices. Or else, the procedure is accurate, but the training is incomplete. Consequences range from minor to major non-conformances, and the severity can be critical, leading to regulatory action by the FDA. The project manager is affected by the lack of written procedures when they're trying to initiate and plan the project. The project manager and their team are unable to follow the organization's best practices. This could mean missed deadlines, documentation, and communication with senior management or stakeholders. This impacts project quality and does not use resources effectively. Furthermore, the project proposal, project management plan, or risk management plan may not contain all necessary information or be updated accordingly. Creating the necessary procedures will add time to the project, but they are important in maintaining compliance. 

I would look to “Organizational Process Assets” to find procedures, guidelines, and existing information within the company. These assets include documented processes, policies, templates, lessons learned, and historical project information that help guide how projects are initiated and managed. They are important because they provide consistency and allow project managers to build on what has already worked instead of starting from scratch. These documents typically come from past projects, company standards, and internal governance practices that have been developed, updated, and refined over time by the organization based on experience and best practices.