2 Governance Arrangements Flashcards
Define Project
-Unique, transient endeavour
-Bring change and achieve planned objectives
How long is a project usually?
18 months - 2 years
What are the 3 types of structure in governance?
-Functional/Permanent
-Project
-Matrix
Give 2 differences of a permanent structure and project environment
Permanent:
-Stable teams for routine/operational work
-BAU needs specific resources with a stable team environment
Project:
-Temporary teams
-Varied and unique tasks need temporary teams with different skills
Is matrix a permanent or temporary structure?
Temporary
Who has authority in a matrix structure?
Balanced between the functional line manager and project manager
Give a difference between a project environment and matrix structure
Project - skilled resources permanently assigned to the project
Matrix - mix of skilled resources provided on a temporary basis
Give a similarity and difference between functional structure and matrix structure
Similarity - tasks will match individual’s capability and can be repetitive
Difference:
-Functional - tasks only from functional line manager
-Matrix - more varied work
Define Project Management
-Application of processes, methods, knowledge, skills and experience
-Achieve specific objectives for change
What are the 6 roles on a project?
-Project Manager
-Project Sponsor
-Project Steering Group
-Product Owner
-Project Team Members
-Users
Give 5 roles of the Project Manager
-Manages day-to-day
-Ensures delivery of outputs, manages risks, budget etc.
-Communicates with all project stakeholders
-Organises and leads the team
-Develops the PMP
Give 5 roles of the Project Sponsor
-Communicates the vision and secures funding
-Owns and develops the business case
-Identifies the business change (puts in PMP)
-Provides support to the Project Manager and governance
-Makes decisions on behalf of the business at reviews/decision gates
Give 4 roles of the Project Steering Group
-Guides the project in line with the business’ strategic aims
-Responsible for feasibility, business case and achievement of outcomes
-Authorises the business case - release of funds for the project
-Decides on escalated issues and supports high-level decision making
Give 5 characteristics of the Product Owner
-More common with iterative/hybrid cycles
-Defines scope of work and leads on product development
-Intermediary between stakeholders and project team
-Creates vision and defines goals for project outputs
-Accepts delivery and accepts the function/scope and complete
Give 4 characteristics of the Project Team Members
-Perform project tasks
-Deliver project outputs
-Report on progress against the project plan
-Support the Project Manager with tasks (risks, communication with stakeholders etc.)
Define Programme
-Unique, transient strategic endeavour
-Achieve beneficial change
-Incorporate related projects and BAU activities
How long does a programme usually last?
2-10 years
What is the key difference between a project and BAU?
Benefits realised afterwards in a project, not incorporated like BAU
Define Programme Management
-Coordinated management of project and BAU activities
-Achieve beneficial change
What are the 4 aspects of project management governance?
-Policies
-Regulations
-Processes, procedures and functions
-Delegated responsibilities
Give 4 roles of policies in project management governance
-Provide guidelines of what the business expects of the project
-Outlines boundaries for the business
-Influence how projects are conducted and demonstrates the organisation’s culture
-Supports governance with control points (decision gates, audits etc.)
What is the role of regulations in project management governance?
Conformance to legal, regulatory, corporate, ethical and professional standards
Give 3 roles of processes, procedures and functions in project management governance
-Standardises methods of working
-Ensures consistency of practice
-Best practice to have procedures and standardised functions (e.g. for lifecycle approach)
Give 3 roles of delegated responsibilities in project management governance
-Clarifies roles and increases efficiency
-Good governance - roles and responsibilities clearly defined
-Use of a RACI matrix to support activity
What does governance ensure in relation to requirements?
All requirements of the preceding phase are met before work progresses to the next phase
The life cycle approach adopted will impact on [?]
Flexibility level
Define Portfolio
-Collection of projects and/or programmes
-Structure and manage investments at an organisation or functional level
-Optimise strategic benefits or operational efficiency
Define Portfolio Management
-Selection, prioritisation and control of an organisation’s projects and programmes
-In line with strategic objectives and capacity to deliver
Why are projects, programmes and portfolios introduced?
-Enhance performance
-Bring change
-Enable organisational adaptation and growth
What does organisation change deliver?
Business value
How are projects, programmes and portfolios linked to an organisation’s objectives?
-Project - deliver the beneficial change requirement to satisfy the organisation’s strategic intent
-Programme - combine BAU with projects dictated by strategic priorities
-Portfolio - structure investments in line with strategic objectives
Give 2 consequences of a project not adhering to corporate governance
-Increased risk of project failure
-Loss of stakeholder trust and reputation damage
What are 2 benefits of a project following a corporate strategy?
-Alignment with organisation objectives
-Enhanced decision making and resource allocation
What are the 7 project objectives?
-Scope
-Quality
-Cost
-Time
-Risks
-Benefits
-Safety (additional)
Give 4 reasons why a programme may be used
-Scope of business change isn’t fully defined by setting a vision based on outcomes
-High amount of uncertainty and risk (projects focus on risks in own activities)
-Complex dependencies between projects and outputs
-If the adoption of outputs is crucial to the organisation
Give 3 things shaping does
-Balances considerations (e.g. availability of resources)
-Continual analysis of projects or programmes to achieve VfM
-Portfolio Manager manages capacity bottleneck (multiple projects demand the same resource)
