Chapter 7: Organization Flashcards
See on other side - users role in a project to ensure their interests are met
User: The user viewpoint represents those individuals/ groups from whom some or all of the following apply:
- They’ll use the outputs of the project to realise the benefits
- They’ll will operate, maintain or support the projects outputs
- The outputs of the project will impact them
See on other side - suppliers role in a project to ensure their interests are met
Supplier needs to have an understanding if all relevant standards with which the output (product) needs to comply, and the project may need to use both-in house & external supplier teams to construct the project product
PRINCE2 defines a senior suppliers role to represent supplier interest on the project
Fill in the blanks
A successful project management team should:
- Have ….., …. & ….. representation
- Ensure appropriate governance by defining responsibilities for directing, managing and delivering the project and clearly defining ….. at each level
- Review project roles throughout the project to ensure they …………
- Have an effective approach to manage communication flows ……….
A successful project management team should:
- Have business, user & supplier representation
- Ensure appropriate governance by defining responsibilities for directing, managing and delivering the project and clearly defining accountability at each level
- Review project roles throughout the project to ensure they continue to be effective
- Have an effective approach to manage communication flows to and from stakeholders
What are the 4 levels of management
Corporate, programme management or customer
Directing (Project board)
Managing (Project Manager)
Delivering (Team manager)
The last 3 make up the project management team
Which the responsibility of corporate, programme management or the customer
This level sits above project management team but will be responsible for commissioning the project, including identifying the executive & defining project-level tolerances within which the project board will work
What is the responsibility of the Directing (project board)
Responsible for overall direction & management of the project within constraints set out by corporate, programme management or the customer
The project board will:
- approve all major plans and resources
- authorise and deviation that exceeds stage tolerances
- approve the completion of each management stage and authorise the start of next management stage
What is the responsibility of the Managing (project manager)
Ensures project produces the required products in accordance with time, cost, quality, scope, benefits and risk performance goals
What’s the responsibility of Delivering (team manager)
Responsible for delivering the project product and its components to an appropriate quality within a specified timescale and cost
What are PRINCE2s requirements for organisation themes
A project must, as a minimum
- define its organisation structure and roles
- document the roles for delegating change authority responsibility, if required
- define its approach to communication and engaging with stakeholders
What two products must be produced and maintained for the organisational theme
- PID: provides source of reference for how the project will be managed
- Communication management approach: This describes the means and frequency of communication to stakeholders (internal & external to the project)
Both these products should be created during the initiating a project process
See on other side - responsibilities of the project board
- Accountable for the business, user & supplies interests for the success/ failure of the project
- Proving unified direction to the project
- Effective decision-making
- Providing visible & sustained support of the PM
- Ensuring effective communication both within the project team & with external stakeholders
See other side - responsibility of executive
Executives role is to ensure that the project is focused throughout its life on achieving its objectives & delivering a product that will achieve the forecasted benefits
- ensure the project gives value for money, ensuring a cost- conscious approach to the project, balancing the demands of the business, user and supplier
- secures funding for the project and is responsible for the business case and continued business justification of the project
How is the change authority decided at the project initiation stage
It’s the project boards responsibility to each potential change before it’s implemented
Delegated authorities must be written into the appropriate role descriptions
- for products that exist within a programme, the programme management should define the level of authority that the project board will have in order to be able to approve changes
The PM or people with delegated project assurance responsibilities may act as the change authority
Give some reasons why might the PM appoint other people to be team managers
- Size of the project
- Particular specialist skills/ knowledge for products
- Geographical location of some team members
PM should discuss the need for separate individuals as team managers with the project board and, if required, should plan the role at the start of the project during the starting up a project process
See Info on PM allocating work packages to team managers/ members
PM uses work packages to allocate work to team managers/ team members.
Defining the deliverables at the approach level will assist new team managers in becoming more effective as it’s clear what has to be produced and, with the definition of reporting frequency and method, the feedback from the team manager can be clearly controlled
List some rules regarding combining roles
- executive and project manager roles cannot be combined
- there cannot be more than one executive or project manager
- the executives accountability for the project success cannot be delegated
- project board shouldn’t assign any project assurance roles to the PM, team manager or project support
When combining roles, the project board should consider any conflicts of responsibilities, whether one person has the capacity to undertake the combined responsibilities, and whether any bottlenecks might be created as a result
What is the communication management approach
The communication management approach contains a description of the means & frequency of communication to parties both internal and external to the project
- It facilitates engagement with stakeholders through establishment of a controlled & bidirectional flow of information
What is the PM responsible for regarding the communication management approach
The PM is responsible for documenting the communication management approach during the initiating a project process
- PM must also review & update the communication management approach at each management stage boundary to ensure it includes all key stakeholders
- Also good to review the communication management approach when planning the final management stage of the project
How do programme and project management team structures need to be integrated
Programme and project management team structures and roles need to be integrated such that:
- there are clear lines of responsibility and accountability from top to bottom and duplication is avoided
- reviews and reports are efficient
What is the role of the business change manager
Responsible for benefits management from identification through to realisation
- ensures the implementation and embedding of the new capabilities are delivered by the projects
Why is the use of management by exception essential in PRINCE2 and agile
Enables PRINCE2 and agile to be combined in the most effective way
This empowers the project management team and enables it to self organise with clearly defined boundaries
What are some other terms for:
- Sponsor/ Senior responsible owner (SRO)
- Business change manager
- PMO
- Work Package Manager
- Sponsor/ Senior responsible owner (SRO) = executive
- Business change manager = senior user
- PMO = project support
- Work Package Manager = team manager
Who’s responsible for agreeing a suitable team structure and tailoring it to the projects size, risk and complexity
The executive, supported by the PM, is responsible for agreeing a suitable team structure and tailoring it to the projects size, risk and complexity
- Project board needs to represent all the interested parties in the corporate, programme management or customer organisation and involve any suppliers (internal/external) that have been identifies
