2 Governance Arrangements

Question 1

Define Project

Answer 1

-Unique, transient endeavour
-Bring change and achieve planned objectives

Question 2

How long is a project usually?

Answer 2

18 months - 2 years

Question 3

What are the 3 types of structure in governance?

Answer 3

-Functional/Permanent
-Project
-Matrix

Question 4

Give 2 differences of a permanent structure and project environment

Answer 4

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

Question 5

Is matrix a permanent or temporary structure?

Answer 5

Temporary

Question 6

Who has authority in a matrix structure?

Answer 6

Balanced between the functional line manager and project manager

Question 7

Give a difference between a project environment and matrix structure

Answer 7

Project - skilled resources permanently assigned to the project

Matrix - mix of skilled resources provided on a temporary basis

Question 8

Give a similarity and difference between functional structure and matrix structure

Answer 8

Similarity - tasks will match individual’s capability and can be repetitive

Difference:
-Functional - tasks only from functional line manager
-Matrix - more varied work

Question 9

Define Project Management

Answer 9

-Application of processes, methods, knowledge, skills and experience
-Achieve specific objectives for change

Question 10

What are the 6 roles on a project?

Answer 10

-Project Manager
-Project Sponsor
-Project Steering Group
-Product Owner
-Project Team Members
-Users

Question 11

Give 5 roles of the Project Manager

Answer 11

-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

Question 12

Give 5 roles of the Project Sponsor

Answer 12

-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

Question 13

Give 4 roles of the Project Steering Group

Answer 13

-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

Question 14

Give 5 characteristics of the Product Owner

Answer 14

-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

Question 15

Give 4 characteristics of the Project Team Members

Answer 15

-Perform project tasks
-Deliver project outputs
-Report on progress against the project plan
-Support the Project Manager with tasks (risks, communication with stakeholders etc.)

Question 16

Define Programme

Answer 16

-Unique, transient strategic endeavour
-Achieve beneficial change
-Incorporate related projects and BAU activities

Question 17

How long does a programme usually last?

Answer 17

2-10 years

Question 18

What is the key difference between a project and BAU?

Answer 18

Benefits realised afterwards in a project, not incorporated like BAU

Question 19

Define Programme Management

Answer 19

-Coordinated management of project and BAU activities
-Achieve beneficial change

Question 20

What are the 4 aspects of project management governance?

Answer 20

-Policies
-Regulations
-Processes, procedures and functions
-Delegated responsibilities

Question 21

Give 4 roles of policies in project management governance

Answer 21

-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.)

Question 22

What is the role of regulations in project management governance?

Answer 22

Conformance to legal, regulatory, corporate, ethical and professional standards

Question 23

Give 3 roles of processes, procedures and functions in project management governance

Answer 23

-Standardises methods of working
-Ensures consistency of practice
-Best practice to have procedures and standardised functions (e.g. for lifecycle approach)

Question 24

Give 3 roles of delegated responsibilities in project management governance

Answer 24

-Clarifies roles and increases efficiency
-Good governance - roles and responsibilities clearly defined
-Use of a RACI matrix to support activity

Question 25

What does governance ensure in relation to requirements?

Answer 25

All requirements of the preceding phase are met before work progresses to the next phase

Question 26

The life cycle approach adopted will impact on [?]

Answer 26

Flexibility level

Question 27

Define Portfolio

Answer 27

-Collection of projects and/or programmes -Structure and manage investments at an organisation or functional level -Optimise strategic benefits or operational efficiency

Question 28

Define Portfolio Management

Answer 28

-Selection, prioritisation and control of an organisation's projects and programmes -In line with strategic objectives and capacity to deliver

Question 29

Why are projects, programmes and portfolios introduced?

Answer 29

-Enhance performance -Bring change -Enable organisational adaptation and growth

Question 30

What does organisation change deliver?

Answer 30

Business value

Question 31

How are projects, programmes and portfolios linked to an organisation's objectives?

Answer 31

-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

Question 32

Give 2 consequences of a project not adhering to corporate governance

Answer 32

-Increased risk of project failure -Loss of stakeholder trust and reputation damage

Question 33

What are 2 benefits of a project following a corporate strategy?

Answer 33

-Alignment with organisation objectives -Enhanced decision making and resource allocation

Question 34

What are the 7 project objectives?

Answer 34

-Scope -Quality -Cost -Time -Risks -Benefits -Safety (additional)

Question 35

Give 4 reasons why a programme may be used

Answer 35

-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

Question 36

Give 3 things shaping does

Answer 36

-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)