1. Project Organisation Flashcards
What are the 3 types pf organisation structures
Functional, Matrix, Project
List differences between Functional, Matrix and Project
Role, Resources Mment, Employee view, Clients view, Knowledge mment
Key role of sponsor
Effective governance, Link between project and business, secure budget , own business case, approve through cycles Chair steering group
Role of sponsor at concept stage
Define business objectives and identify benefits
Ensure key stakeholders agreed on project
Outline business case and secure approval
Role of Sponsor - Definition stage
Appoint PM
Agree PMP
Secure business case approval
Set tolerances, delegate authorities, agree reporting requirements
Role of Sponsor - Deployment Stage
Support PM
Monitor project and make control decisions
Monitor external environment and business risk
Keep exec stakeholders engaged
Role of Sponsor - Transition Stage
Sign off project and confirm closure
Ensure BCP and benefits realisation in place
Role of Sponsor - Benefits Realisation
Monitor and track benefits to completion
Role of Project Manager
Delivering project outputs to agreed project criteria, inc Time, cost and quality
Day to day responsibility for planning and scheduling
Lead, communicate, influence, negotiate, mange conflict
Motivate team
Role of PM - Definition Stage
Develop team to provide required expertise
Plan the project (PMP) - Produce Integrated project plan
Identify, assess and produce plan for managing stakeholders
Ensure adequate project controls in place
Prepare for stage gate decisions
Role of PM - Deployment
Detail plan of delivery stages and delegate work to teams - Ensure clarity and controls are in place
Manage risk, issues and change requests - Ensuring prompt action were project tolerances are exceeded.
Report project progress to sponsors - Enables swift action and provides confidence in PM’s ability
Motivate and support the team - With clear plans, communication, timely advice and prompt decisions. Gives team confidence so PM can lead on key items
Role of PM - Transition
Plan for handover of project outputs to user community
Ensure outputs signed off from a quality perspective
Conducts a post project review. Bring key members and stakeholders together to Capture lessons learnt
Disbands project team and dispose of project assets (tools / equipment)
Sponsor vs PM
Responsible for creating business case vs responsible for PMP
Commits resource vs. manage team
Approves progression vs submits insights to enable approval
Approves level of risk vs. identifies and assess risk
Change control authority vs submits change request
Signs off project completion vs. preparation for completion
Role of Steering Group
Decision making - Suppliers, users and stakeholders
Chaired by sponsor
Help resolve escalated risks
Go / No/go decisions
Role of product owners
Act on behalf of stakeholders
Responsible for managing value of end product
Should understand business objectives within a wider framework of the market, competitors and trends
Communicate effectively with stakeholders to lead team requirements
Need to be able to make decisions in a timely manner
Role of project team members
Take direction from team and project managers
Maybe be product specialists
Agree and deliver work packages
May be internal or external
Benefits of a PMO
Deployment support - Admin, expertise, config info, support decisions through project information, support sponsors to drive projects by exception
Process improvement - Can own methodology, Support CI, Develop standards, assurance of project management processes
Resource flexibility - PM resource allocation, help professional with skills and training
What are the three ways PMOs are typically structured
Embedded - Controlled by PMs
Central - Senior board to PMO - dotted line to projects
Hub and Spoke - Portfolio PMOs
Explain aspects of project governance
Policies - Principles to guide decisions, a statement of intent. Ensure actions align with intent. Spending limits, ROIs, security. If effective ensure right decisions at right levels.
Regulations - Authority Rules, H&S, Financial. Ensure compliance to proceed.
Functions - Clarity on functional ownership and decision making.
Processes and procedures - Ensure right steps are taken consistently.
Delegated responsibility - Ability to make decisions at the right level.
Explain 3 differences between Functional and matrix organisational structures.
Project Managers role - In FN PM relies on function for resource and generally low influence, though does get specialists that may get distracted with BAU. In matrix PM has authority over team for duration of project. Has to negotiate with functional managers to obtain them. Benefit of both project and line management input
Resource Management - FN retains a body of skilled staff who are experts in field which ensures organisation has enough capacity and corporate knowledge retained. Matrix provides flexibility to pull on resources for functional expertise as needed and return when not. On has visibility of where resources reside.
Employees view - In FN the staff develop within function and surrounded by experts so continue to learn, with a clear career path. In a matrix staff move between function and projects. Helps individuals grow from experience and have security they can return. Benefit of 2 managers, though potential for conflict.
