1. Understand how organisations and projects are structured Flashcards
1.1 Differentiate
between types of permanent and temporary organisational structures (including functional, matrix and project)
Functional organisation (structure) A functional management structure where specific functions of a business are grouped into specialist departments that provide a dedicated service to the whole of the organisation, for example, accounts department, production department, marketing department or IT. [low level complexity, internal, BAU]
Matrix organisation (structure) An organisational structure where the project manager and the functional managers share responsibility for assigning priorities and for directing the work. Individuals stay in their functional departments while performing work on one or more projects [Need more project process application - effective structure for most internal/external projects]
Project (Temporary) organisation (team) A generic term used to describe a specific project, programme or portfolio team brought together specifically to implement project-based work. Used to contrast the organisational structure for project-based work from the permanent organisation. [Largest of enterprises / high value, complex, multiple parties - project is the organisation structure - mega enterprise go on for years]
Org structures - define how roles, responsibilities and power assigned and controlled to achieve strategic objectives and how information flows between different levels of management
Roles & Responsibilities
F - head of functional area responsible for project within functional dept / department member PMs
F - members of team from other functions - BAU with TCQ constraints
M - Assigned PM (contract or internal) and project team reports to them - but also report to functional line mgr
M - Team members from within depts assigned and once finish return to role
M - care that project work not affect BAU
P - Org made up of projects, with Project Directors and project teams
P - may have BAU services supporting projects - procurement, finance, HR
P - well defines roles and responsibilities - teams become technically proficient
Power and control
F - Head of dept is sponsor - has line of authority to board
F - Funds from operating budget for dept / supplementary fund from board
F - Heads in other depts may be unwilling to release staff/resources
M - can be conflict of priorities for team members (dual reporting) between PM and Head of Function
M - PM has no structural power (may not have direct line to Mgmt Board) to wield to get things done - relies on being able to influence others in absence of org authority
P - Projects report directly to own project / management Board
P - sole focus on project
Communications / Information flow
F - Same dept/orgn so can assume good info flow - but teams can work in silos
M - project likely to be visible to whole orgn (rather than indiv dept)
M - dual reporting requires good interpersonal relationships and regular effective communication - do more complex comms channels
P - good info flow and comms during projects can be lost as teams disband or members move to other projects - importance of lessons learned and information management / record keeping
P - but project teams can also become insular and lead to underutilisation of staff across projects
1.2 Explain
the way in which an organisational breakdown structure is used to create a responsibility assignment matrix
Breakdown structure A hierarchical structure by which project elements are decomposed. Examples include: cost breakdown structure (CBS), organisational breakdown structure (OBS), product breakdown structure (PBS) and work breakdown structure (WBS).
Organisational breakdown structure (OBS) A hierarchical way in which the organisation may be divided into management levels and groups, for planning and control purposes.
Work breakdown structure (WBS) - Defines the total work to be undertaken and provides a structure for all control systems. It allows a project or programme to be divided by level into discrete groups for programming, cost planning and control purposes.
Work breakdown code A code that represents the ‘family tree’ of an element in a work breakdown structure.
Work package A discrete element of project scope at the lowest level of each branch of the work breakdown structure. Collectively, the work packages specify all the work and products included in the project.
Work units Work units provide the measurement units for resources; for example, people as a resource can be measured by the number of hours they work.
Responsibility assignment matrix A diagram or chart showing assigned responsibilities for elements of work. It is created by combining the work breakdown structure with the organisational breakdown structure.
Product breakdown structure (PBS) - A hierarchy of deliverables that are required to be produced on the project. This forms the base document from which the execution strategy and product-based work breakdown structure may be derived. It provides a guide for configuration control documentation.
Control Tracking performance against agreed plans and taking the corrective action required to meet defined objectives
1.3 Explain
the role and key responsibilities of the project manager
Project manager The individual responsible for the successful delivery of the project.
ROLE
POS MED CL POD
POSitively MEDicate CLean PODs
Plan
Organise
Staff
Motivate
Evaluate
Direct
Control
Lead
Deliver project objectives
RESPONSIBILITIES
DDCC MEPMPM MAR
- Deliver TCQ/performance priorities
- Decisions
- Communicate with sponsor - inform of progress/problems/issues and seek direction
- Communicate with team etc, orgs, contractors, suppliers, operational reps - prime point of contact
- Manage expectations - sponsor and users
- Project Management Plan- define and plan project
- Monitor and control progress
- Motivate team
- Allocate work packages/activities and responsibilities
- Reviews and assist sponsor in decision to terminate
1.4 Differentiate
between the responsibilities of the project manager and the project sponsor throughout the project
Project manager - The individual responsible for the successful delivery of the project.
Sponsor - A critical role as part of the governance board of any projects, programmes and portfolios. Accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs
ROLE
RAOR BRDR AR
RAzOR BRoaDR ARm
- primary risk taker
- ultimate accountability
- overall responsibility
- remains accountable for benefits realisation when project handed over
- as chair delegated authority of S/G to assist with business management and PM issues
- advocacy
- ensure resources (financial and human) available to project
RESPONSIBILITIES
RPIA PCD BCR ITS LOBC
- stakeholder / user requirements - arbiter as chair of S/G
- TCQ relative priorities
- initiation and PM Appointed
- monitoring project progress and making control decisions
- business case reviews at decision gates
- informing senior management of project progress
- terminating project if necessary after a gate review - concept, definition (development)
- support PM
- **liaise@@ with programme mgr if part of a programme
- ownership business case - developing and maintaining
1.5 Describe
other roles within project management (including users, team members, the project steering group/board, and the product owner
Users The group of people who are intended to work with deliverables to enable beneficial change to be realised.
[- Identify project requirements musts/wants;
- identify project constraints and dependencies;
- accept and operate deliverables;
- assist and guide project - user group;
- assist PM with handover/acceptance;
- inform PM of operational changes that could influence delivery;
- participate as a member of the project team]
Team member A person who is accountable to and has work assigned to them by the project manager to be performed either by themselves or by others in a working group.
[- comms plan - managing comms with stakeholders;
- managing WBS sections - identify tasks, estimating, monitoring, problem solving, completion of Q, on T, in C (budget);
- risk owner and managing risk in area of expertise;
- action owners - support PM and them to solve project issues;
- evaluation of project - stages and reviews
- report progress of tasks in timely manner]
Steering group A group, usually comprising the sponsor, senior managers and sometimes key stakeholders, whose remit is to set the strategic direction of a project. It gives guidance to the sponsor and project manager. Often referred to as the Project board.
[- responsible for feasibility, business case, achievement of outcomes;
- scope aligns with requirements
- strategic guidance on project business issues
- match stakeholders expectations on effort and expenditure;
- ensure mitigation strategies to address threats are identified, costed and approved;
- issues escalated from PM
- control project scope as emergent issues force changes to be considered
- resolve differences in opinion / conflict and disputes;
- report on progress to higher level executive level groups]
Product A tangible or intangible component of a project’s output. Used interchangeably with deliverable and output.
Owner The person or organisation for which the project is ultimately undertaken and who will own, operate and benefit from the facility in the long term.
ROLE
- part of agile approach
- lead focus on product development
- knowledge of stakeholders needs
- intermediary between stakeholders and team members
RESPONSIBILITIES
- define goals for operability of outputs
- onsite customer - agile or iterative projects
- communicate with stakeholders - project aligns with business objectives
- feedback to project team on - iteration planning, task dependencies, constraints, business priorities and progress
- establish priorities for scope, budget, time re stakeholder requirements and accepting incremental delivery
- primary comms link between stakeholders and teams - buy-in linking major decisions with strategy and instructing on deliverables to product developers
- evaluate progress
1.6 Describe
the functions and benefits of different types of project office (including project/programme/portfolio management office (PMO), embedded PMO, central PMO, and hub and spoke PMO)
Improved:
- deployment support
- process improvement
- increased resource flexibility
- common management tasks
- information management - document management, access to info, tools, services
- services for governance
- controls and reporting - collect, analyse, present progress, manage inter-dependencies
- assurance - audits, health checks, reviews to support decision gates and change control
- centre of excellence - process improvement, tools and techniques, training and support, measuring capabilities
- specialist support - risk, quality, planning, finance, scheduling, SMEs
- general administration
Teams of
- estimators
- planners and schedulers
- cost engineers
- subject matter experts
- assurance staff
- configuration managers
Project office This serves the organisation’s project management needs. A project office can range from simple support functions for the project manager to responsibility for linking corporate strategy to project execution.
Programme support office A group that gives administrative support to the programme manager and the programme executive.
Portfolio office
Embedded PMO
PMO functions under control of PPP manager - only org wide elements defined at higher level - large projects needing lost of support and can justify investment
Central PMO
Majority of PMO functions sit outside the project teams - provide a service to multiple projects - effective where a portfolio of small projects, flexibility valued more than management control
Hub and Spoke
Hybrid - central enterprise or portfolio PMO linked to satellite PMOs within individual projects - effective where there are clear roles and responsibilities between managers and the PMO
Enterprise project management office An organisation that is responsible for the governance infrastructure of project, programme and portfolio management.
1.7 Explain
why aspects of project management governance are required (such as the use of policies, regulations, functions, processes, procedures, and delegated responsibilities)
- provide confidence to stakeholders
- well managed
- appropriate financial and technical controls
- deployment of effort
- best chance of realisation of value
- sufficient reporting and control activities
- keep sponsor and other senior leaders /stakeholders informed of progress and provided with information they need to make decisions about future investment
- business change governance - projects
- c.f. corporate governance - board has responsibilities for vision, mission, strategy of whole organisation - leadership - supervising management of business - reporting to shareholders - sets values for company - different from day-to-day operational management (BAU governance) by departmental managers - UK Corporate Governance Code sets out standards of good practice re leadership, effectiveness, accountability, remuneration, relations with shareholders.
Governance of project management
- implemented in accordance with organisations policies
- business case to secure funding and assess initial and ongoing feasibility
- governance through project life cycle phases - gate reviews, audits, evaluation reviews
- structured delivery methodology
- defined processes and documentation e.g. PMP - activities run on best practice principles
- decision gates reviews - sponsor can initiate review taking account of current environmentand impact of change
- control of risk and issues with reporting and escalation routes - with clearly defined roles and responsibilities
- effective quality management - use of quality assurance and independent audit
Governance The framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios. The mechanism whereby the investing organisation exerts financial and technical control over the deployment of the work and the realisation of value.
Policies
Regulatory A restriction due to the need to conform to a regulation or rule designed to control or govern conduct.
Function A specialist department that provides dedicated services, for example accounts department, production department, marketing department or IT.
Procedures Cover individual aspects of project management practice and form an integral part of a method.
Delegated responsibilities
Responsible organisation A defined unit within the organisation structure that is assigned responsibility for accomplishing specific activities or cost accounts.
