1. Project Organisation

Question 1

What are the 3 types pf organisation structures

Answer 1

Functional, Matrix, Project

Question 2

List differences between Functional, Matrix and Project

Answer 2

Role, Resources Mment, Employee view, Clients view, Knowledge mment

Question 3

Key role of sponsor

Answer 3

Effective governance, 
Link between project and business, 
secure budget , 
own business case, 
approve through cycles
Chair steering group

Question 4

Role of sponsor at concept stage

Answer 4

Define business objectives and identify benefits
Ensure key stakeholders agreed on project
Outline business case and secure approval

Question 5

Role of Sponsor - Definition stage

Answer 5

Appoint PM
Agree PMP
Secure business case approval
Set tolerances, delegate authorities, agree reporting requirements

Question 6

Role of Sponsor - Deployment Stage

Answer 6

Support PM
Monitor project and make control decisions
Monitor external environment and business risk
Keep exec stakeholders engaged

Question 7

Role of Sponsor - Transition Stage

Answer 7

Sign off project and confirm closure

Ensure BCP and benefits realisation in place

Question 8

Role of Sponsor - Benefits Realisation

Answer 8

Monitor and track benefits to completion

Question 9

Role of Project Manager

Answer 9

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

Question 10

Role of PM - Definition Stage

Answer 10

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

Question 11

Role of PM - Deployment

Answer 11

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

Question 12

Role of PM - Transition

Answer 12

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)

Question 13

Sponsor vs PM

Answer 13

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

Question 14

Role of Steering Group

Answer 14

Decision making - Suppliers, users and stakeholders
Chaired by sponsor
Help resolve escalated risks
Go / No/go decisions

Question 15

Role of product owners

Answer 15

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

Question 16

Role of project team members

Answer 16

Take direction from team and project managers
Maybe be product specialists
Agree and deliver work packages
May be internal or external

Question 17

Benefits of a PMO

Answer 17

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

Question 18

What are the three ways PMOs are typically structured

Answer 18

Embedded - Controlled by PMs
Central - Senior board to PMO - dotted line to projects
Hub and Spoke - Portfolio PMOs

Question 19

Explain aspects of project governance

Answer 19

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.

Question 20

Explain 3 differences between Functional and matrix organisational structures.

Answer 20

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.