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Parallel PMQ 2024 > 2.1 Governance > Flashcards

2.1 Governance Flashcards

1
Q

Types of organisational structures

A
  • Functional
  • Project
  • Matrix
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2
Q

Features of a functional organisational structure

A
  • Permanent
  • Functional head as leader
  • Clear reporting lines
  • Specific skills per function
  • Low level of change
  • Stable
  • Projects within functions
  • Hierarchical tightly controlled governance
  • Silos
  • Limited flexibility
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3
Q

Features of a project organisational structure

A
  • Temporary
  • Project manager as leader
  • Clear reporting lines
  • Dynamic
  • Cease to exist once project is complete
  • Core work is project based
  • Emphasises project governance
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4
Q

Features of a matrix organisational structure

A
  • Balanced mix
  • Temporary team within a permanent functional layout
  • Staff report to functional manager
  • Work managed by project manager
  • Needs sophisticated resource management culture
  • Defined dual reporting to avoid conflicting requirements
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5
Q

Features of teams in different organisational structures

A
  • Functional - permanent, stable, operational work
  • Matrix - stable, project and operational work
  • Project - temporary, project work
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6
Q

Features of skills in different organisational structures

A
  • Functional - specialists retained within function, no sharing
  • Matrix - mix of skills borrowed as required
  • Project - mix of skills lost at the end of the lifecycle
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7
Q

Features of authority in different organisational structures

A
  • Functional - functional manager
  • Matrix - mix / balanced
  • Project - project manager
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8
Q

Features of reporting in different organisational structures

A
  • Functional - clear, straightforward to functional manager
  • Matrix - needs sophisticated dual reporting, complex communication
  • Project - clear, straightforward to project manager
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9
Q

Features of activities in different organisational structures

A
  • Functional - repetitive, match capabilities
  • Matrix - variety and repetitive, match skills
  • Project - varies across projects
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10
Q

Features of career paths in different organisational structures

A
  • Functional - hierarchical within function
  • Matrix - visibility of opportunities elsewhere
  • Project - none, employed for project only
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11
Q

Project roles and responsibilities

A
  • Project board / steering group
  • Project sponsor
  • Project manager
  • Project team
  • Users
  • Suppliers
  • Product owner
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12
Q

Characteristics of project board / steering group roles & responsibilities

A
  • Agent of the organisation
  • Senior leadership
  • Supports and guides the sponsor
  • Accountable for the investment in the project
  • Guides alignment with strategic aims
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13
Q

Characteristics of project sponsor role & responsibilities

A
  • Responsible for and owns the business case
  • Responsible for outcomes and benefits realisation
  • Manage key stakeholders
  • Peer of project board
  • Helps resolve key issues
  • Helps identify and manage risks
  • Responsible for contingencies
  • Approve project changes
  • Owns requirements
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14
Q

Characteristics of project manager role & responsibilities

A
  • Single point of contact
  • Responsible for, own, and implement PMP
  • Aligns PMP with business case
  • Manage and motivate team
  • Monitor and report on the project
  • Accountable for delivery of outputs
  • Manages stakeholders
  • Liaise with end user to meet expectations
  • Oversees suppliers
  • Manages risks
  • Defines scope (PBS and WBS)
  • Create schedules and budget
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15
Q

Characteristics of project team roles & responsibilities

A
  • Actual work to deliver the outputs to time, cost, and quality
  • Help identify changes, risks, and issues
  • Report on progress
  • Support the project manager as needed
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16
Q

Characteristics of user roles & responsibilities

A
  • Define output requirements and acceptance criteria
  • Assist with testing, commissioning, and acceptance
  • Use the outputs and realise benefits
17
Q

Characteristics of suppliers roles & responsibilities

A
  • External providers of specific solutions to contract terms
  • Manage other suppliers (prime contractor)
  • Report progress, risks, and issues
18
Q

Characteristics of product owners roles & responsibilities

A
  • Interpret and decompose needs of users into detailed requirements
  • Prioritise requirements into iterations
  • Help with defining scope and estimating work
19
Q

Definition of governance

A
  • “The correct way of doing things”
  • Framework of authority and accountability
  • Define and control the deployment of work
20
Q

Definition of organisational governance

A

Portfolios of processes, procedures, policies, regulations, functions, and delegated responsibilities

21
Q

Definition of project governance

A
  • Incorporating aspects of organisational governance into the PMP
  • Define what must be completed, when, by whom, and to what level
22
Q

Why is governance needed?

A
  • Clarity of roles and responsibilities
  • Framework to deliver project
  • Supports effective delivery
  • Compliance with legislation
  • Monitor and control of investments through decision gates
  • Ensure alignment with organisational rules and vision
23
Q

What is governance made up of?

A
  • Processes
  • Procedures
  • Policies
  • Regulations
  • Delegated responsibilities
24
Q

Characteristics of governance in linear lifecycle

A
  • Strict
  • Clear control from the outset
25
Q

Characteristics of governance in iterative lifecycle

A
  • More flexible
  • Less clear reporting
26
Q

Characteristics of governance in hybrid lifecycle

A

Flexibility within clear backbone

27
Q

Characteristics of financial authority

A
  • Control and authority of project budget
  • Set out in framework
  • Mitigates risk of overspending or mis-allocating resources
28
Q

Linking projects to organisational objectives

A
  • Project intends to bring about positive change, programme brings together projects, portfolio organise project and programme to deliver strategic objectives
  • Objectives set at highest level, projects are vehicle for delivery of change
  • Funding organised through portfolio to ensure support to business objectives
  • Measuring project success needs to be aligned with objectives
  • Benefits realisation needs to be aligned with objectives
  • Linking projects to objectives allows changes to be adapted over time

Parallel PMQ 2024 (24 decks)

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