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PRINCE2 Foundation > 3.0 Organisation > Flashcards

3.0 Organisation Flashcards

1
Q

Corporate organisational structures: ‘Traditional’ functional structure

A

Staff are organised by type of work (e.g. marketing, finance and sales) and there are clear reporting lines

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2
Q

Corporate organisational structures: Project-focused corporate organisation

A

Standard practice is to work with project teams

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3
Q

The level of overlap between the interests of the business, user and supplier stakeholders will change according to…

A

the type of Corporate, Programme Management or customer organisation and project

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4
Q

Roles and responsibilities: Programme Management (lion)

A
  • Appoint the Executive and (possibly) the PM

- Provide information to the project as defined in the Communication Management approach

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5
Q

Roles and responsibilities: Senior User(s) (hippo)

A
  • Provide user resources

- Define and verify user requirements and expectations

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6
Q

Roles and responsibilities: Executive (rhino)

A
  • Appoint the PM
  • Confirm the appointments to, and structure of, the Project Management Team
  • Approve the Communication Management Plan
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7
Q

Roles and responsibilities: Senior Supplier(s) (elephant)

A
  • Provide supplier resources

- Advise on technical aspects of proposed products

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8
Q

Roles and responsibilities: Project Manager (gorilla)

A
  • Prepare and update the communication management approach
  • Design, review and update the project management structure
  • Plan and undertake stakeholder engagement
  • Prepare role descriptions
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9
Q

Roles and responsibilities: Project Assurance (tiger)

A
  • Advise on selection of project team members
  • Advise on stakeholder engagement
  • Ensure the communication management approach is appropriate and that planned communication activities actually take place
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10
Q

Roles and responsibilities: Project Support (chimp)

A
  • Provide administrative support for the Project Team
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11
Q

Roles and responsibilities: Team Manager(s) (ape)

A
  • Manage Project Team members

- Advise on Project Team members and stakeholder engagement for their part in the project

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12
Q

Which 2 products are produced for the Organisation theme?

A
  • Project Initiation Document

- Communications Management Approach

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13
Q

Project Initiation Document (in the context of the organisation theme)

A

The PID provides the single source of reference for how the project is to be managed. The PID sets out the project management team structure and roles.

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14
Q

Communications Management Approach

A

This describes the means and frequency of communication to stakeholders both internal and external to the project

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15
Q

PRINCE2 requirements for organisation

A

To be following PRINCE2, a project must (as a minimum) do the following:

  • Define its organisation structure and roles
  • Document the rules for delegating change responsibilities
  • Define the approach to stakeholder engagement
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16
Q

What are the 2 products that are produced and maintained for the organisation theme?

A
  • PID

- Communication Management Approach

17
Q

What are the 3 organisational interests in a project?

A
  • Business (strategy/finance)
  • User (specifying, testing and benefits)
  • Supplier (creating a coherent set of outputs)
18
Q

3 organisational interests: Business

A
  • Provides the FINANCIAL and STRATEGIC fit

- There must be an affordable, value for money project that meets business needs

19
Q

3 organisational interests: User

A
  • Helps specify and TEST products, defines and delivers BENEFITS
  • Users ‘use’ the outputs, they may also maintain them and will be affected by them
20
Q

3 organisational interests: Supplier

A
  • Delivers a coherent set of OUTPUTS
  • Has the SKILLED resources to produce the outputs
  • Often a combination of internal and external roles
21
Q

What are the functions of each of the 4 layers of governance?

A
  • Corporate/Programme - COMMISSIONING
  • Project Board - DIRECTING
  • Project Manager - MANAGING
  • Team Manager - DELIVERING
22
Q

Which governance layers form the Project Management Team?

A
  • Directing (Project Board)
  • Managing (Project Manager)
  • Delivering (Team Manager)
23
Q

Which layer of governance sits above the Project Management Team?

A

Corporate, programme management or the customer

24
Q

The Project Board: Project Executive’s responsibility

A

The Executive is ‘ultimately accountable’ and has a strategic and financial agenda.

25
Q

The Project Board: Senior User’s responsibility

A

The Senior User will ensure projects are specified and tested by appropriate users; and will also specify and (eventually) deliver the benefits.

26
Q

The Project Board: Senior Supplier’s responsibility

A

The Senior Supplier will design and develop products and is responsible for the project’s technical integrity.

27
Q

What is the programme change authority?

A
  • will have insight of changes across all projects and will have delegated a level of authority to the project
28
Q

What is the change authority of the Project Executive?

A

The project executive will have a delegated authority for change within their project, which is provided by the programme or the sponsoring business. They will be expected to operate all changes within that authority.

29
Q

Responsibilities of Project Support

A
  • admin
  • advice on use of project management tools
  • specialist services (inc change control)
30
Q

What is a stakeholder?

A

A stakeholder is anyone who can affect, be affected or perceive themselves to be affected

31
Q

What are the 6 steps to stakeholder engagement?

A
  1. IDENTIFY stakeholders (who?)
  2. CREATE and analyse stakeholder profiles (why & what?)
  3. DEFINE the stakeholder engagement approach (how?)
  4. PLAN the engagements (when?)
  5. ENGAGE stakeholders (do)
  6. MEASURE effectiveness (results)
32
Q

Stakeholder engagement steps: (1) IDENTIFY STAKEHOLDERS - what does this involve?

A

Identifying the individual stakeholders involved in, or affected by, the project and perhaps grouping similar stakeholders together so that key messages can be targeted effectively

33
Q

Stakeholder engagement steps: (2) CREATE AND ANALYSE STAKEHOLDER PROFILES - what does this involve?

A

Gaining an understanding of the influences, interests and attitudes of the stakeholders towards the project and the importance and power of each stakeholder. They have the potential to affect the success of the project.

Stakeholders’ perceptions of the benefits should be quantified where possible.

34
Q

Stakeholder engagement steps: (3) DEFINE THE STAKEHOLDER ENGAGEMENT APPROACH - what does this involve?

A

For each interested party, agree the:

  • information they need for the project
  • information they need to provide to the project
  • method, format and frequency of communication
  • sender and recipient of the communication
35
Q

Stakeholder engagement steps: (4) PLAN THE ENGAGEMENTS - what does this involve?

A

Defining methods and timings of the communications. Select communicators who have the respect and trust of the audience - their position/expertise will influence their credibility.

Sometimes a formal commencement meeting takes place - Project Board members should attend to demonstrate support and commitment.

36
Q

Stakeholder engagement steps: (5) ENGAGE STAKEHOLDERS - what does this involve?

A

Carrying out the planned engagements/communications.

The first 2 steps (identifying & analysing) also engage stakeholders to some degree.

37
Q

Stakeholder engagement steps: (6) MEASURE EFFECTIVENESS - what does this involve?

A

Checking the effectiveness of the engagements.

Project assurance could be involved in checking all the key stakeholders, their information needs and that the most appropriate communication channels are covered.

38
Q

A good project board should display 4 key characteristics - what are they?

A
  1. AUTHORITY - senior enough to make strategic decisions.
  2. CREDIBILITY - this affects their ability to direct the project.
  3. ABILITY TO DELEGATE - they should not be involved in the detail of how the project is managed.
  4. AVAILABILITY - available to make decisions and provide direction to the PM.
39
Q

What makes an effective team?

A
  1. BALANCING PROJECT, TEAM & INDIVIDUAL - people working together effectively
  2. LINE/FUNCTIONAL MANAGEMENT - leading work and resolving issues
  3. TRAINING NEEDS FOR PROJECT TEAMS - training to enable completion of assigned tasks
  4. DEALING WITH CHANGES IN PMTs - alleviate disruption from PMT changes with comprehensive role descriptions
  5. PART TIME TEAMS - PM should negotiate guaranteed availability or greater tolerance for part-time members
  6. STAKEHOLDER MANAGEMENT - effective communication with internal and external stakeholders

PRINCE2 Foundation (17 decks)

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