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APM PMQ Corporate > 2 Governance Arrangements > Flashcards

2 Governance Arrangements Flashcards

1
Q

Define Project

A

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

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2
Q

How long is a project usually?

A

18 months - 2 years

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3
Q

What are the 3 types of structure in governance?

A

-Permanent
-Project
-Matrix

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4
Q

Give 2 differences of a permanent structure and project environment

A

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

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5
Q

Is matrix a permanent or temporary structure?

A

Temporary

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6
Q

Who has authority in a matrix structure?

A

Balanced between the functional line manager and project manager

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7
Q

Give a difference between a project environment and matrix structure

A

Project - skilled resources permanently assigned to the project

Matrix - mix of skilled resources provided on a temporary basis

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8
Q

Give a similarity and difference between functional structure and matrix structure

A

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

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

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9
Q

Define Project Management

A

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

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10
Q

What are the 6 roles on a project?

A

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

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11
Q

Give 5 roles of the Project Manager

A

-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

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12
Q

Give 5 roles of the Project Sponsor

A

-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

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13
Q

Give 4 roles of the Project Steering Group

A

-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

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14
Q

Give 5 characteristics of the Product Owner

A

-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

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15
Q

Give 4 characteristics of the Project Team Members

A

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

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16
Q

Define Programme

A

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

17
Q

How long does a programme usually last?

A

2-10 years

18
Q

What is the key difference between a project and BAU?

A

Benefits realised afterwards in a project, not incorporated like BAU

19
Q

Define Programme Management

A

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

20
Q

What are the 4 aspects of project management governance?

A

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

21
Q

Give 4 roles of policies in project management governance

A

-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.)

22
Q

What is the role of regulations in project management governance?

A

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

23
Q

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

A

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

24
Q

Give 3 roles of delegated responsibilities in project management governance

A

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

25
Q

What does governance ensure in relation to requirements?

A

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

26
Q

The life cycle approach adopted will impact on [?]

A

Flexibility level

27
Q

Define Portfolio

A

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

28
Q

Define Portfolio Management

A

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

29
Q

Why are projects, programmes and portfolios introduced?

A

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

30
Q

What does organisation change deliver?

A

Business value

31
Q

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

A

-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

32
Q

Give 2 consequences of a project not adhering to corporate governance

A

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

33
Q

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

A

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

34
Q

What are the 7 project objectives?

A

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

35
Q

Give 4 reasons why a programme may be used

A

-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

36
Q

Give 3 things shaping does

A

-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)

APM PMQ Corporate (36 decks)

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