Learning outcome 1 Flashcards
1.1 Differentiate between types of permanent and temporary organisation structures (Including Functional, Matrix and Project)
MANAGEMENT
WHAT- PROJECT
WHEN- During the lifecycle of the project
WHO- PM is the ONLY manager
WHY- It is structured like this, so the PM has the full decision-making power/ authority. WHY- Because the project is only focused on the change element of the business.
WHY- It eases communication with clear reporting lines.
WHAT- MATRIX
WHEN- During BAU and the Project lifecycle
WHO- FUNCTIONAL MANAGER and PM.
WHY- Functional manager can focus on the BAU side of organisation while PM can focus on the change element.
WHY- This is so the Org can have a change function while still operating BAU.
FOCUS OF WORK
WHAT- Project
WHEN- During project lifecycle
WHO- Project team
WHY- The focus of the work is on the successful outcome of the project to produce the benefit to the organisation. It allows them to focus a singular common goal.
WHAT- MATRIX
WHEN- During lifecycle and BAU
WHO- Functions and Project team
WHY- Functions are focussed on the work relating to BAU while Project team are focussed on project but may still have tasks to complete in their function. This allows the Org to share the expertise of resources from the functions with the project.
WHERE PROJECTS SIT
WHAT- Functional
WHEN- During Lifecycle
WHO- Project team
WHERE- The project its inside the function
WHY- because there is no external change function in the business. They are very skilled in their area of expertise but not outside that
WHAT- Matrix
WHEN-During lifecycle and BAU
WHO- Functions and Project team
WHERE- Projects sit alongside the Functions
WHY- It allows cross functions of resources
1.2 Explain the way in which a OBS is used to create a responsibility matrix chart
WHAT- RESPONSIBLE
WHY- Using the OBS to helps indicate who does the work. These are usually a team member who is directly responsible for completing a project task. They can also be forthcoming with recommendations as they have the ‘coal face’ and know whets happening with the product on a daily basis.
WHAT- ACCOUNTABLE
WHY- Using the OBS the PM can identify who the individual with the final authority of the successful completion of a specific task or deliverable. This allows for clear understanding of accountability of decision making as well, providing clarity on were the responsibility lies when project milestones come around. and require attention. Those that are accountable are also responsible for R’s.
WHAT- CONSTULTED
WHY- Using the OBS this will allow the PM to outline individuals with unique insights that the team can consult with. It helps the project team understand who they can consult for things such as detailed technical data or expertise, opinion or advice. These individuals can provide advice all the way from CONCEPT.
1.3 Explain the role and key responsibilities of the PM
WHAT- CREATING PMP
WHEN- Definitions
WHO-PM
WHY- Responsible for doing all the detailed plannning through meetings, research, estimatons outlining all processes, tools, strategies and governance to use during the project. Allowing for a smooth efficient performance and a centralised document to refer to for all things such as risk/ quality management, schedules and resourcing plans.
WHAT- CONTROLLING THE DEVELOPMENT
WHEN- Development
WHO- PM
WHY- Responsible for managing all aspects of the development phase, maintaining schedules, planning resourcing, tracking variations in time and cost. Feeding information to Board to allow for informed decision making. This keeps the project viable, aligned with the Obj’s and benefits of the Org.
WHAT- CO-ORDINATING AND ESCALATING ISSUES
WHEN- Throughout project but mainly in development
WHO-PM
WHY- Responsible for the identifying, co-ordination of all issues that are affect the project. This is to allow an efficient escalation to the Board allowing for faster resolution and keeping the project within its constraints.
1.4 Differentiate between the responsibilities of the PM and the sponsor throughout the project
Definition-
PM writing the PMP, meetings w/ everyone, thinking about resourcing next phase.
Sponsor, steer and guide scope refinement, thinking about funding, stakeholder disputes. Approve the PMP and business case
Deployment-
PM, delivers PMP, monitoring, managing, controlling all the processes and development of the products.
Sponsor, heading the board on gate reviews, Is the point of escalation for change, issue, risk. Go between for PM and PSB. Conduit of info to and from corporate
Transition-
PM, all the tactical aspects of going live, all the work around project closure (money, people, admin etc)
Sponsor, concerned with how the business area will cope with the ‘go live’. Final sign off of the product. Thinking about the up-and-coming benefits and use.
1.5 Describe other roles within project management
WHAT-PROJECT STEERING BOARD
WHEN- Throughout project
WHO- Sponsor, Snr stakeholders, Supplier reps, User reps
HOW- They form just after Concept phase and have the responsibilities of-
Strategic direction
Approve all plans
Have authority on all change, risk/ issue resolution
Go No Go decisions
Review reports
WHERE- They will come together in gate reviews or any major points in life cycle timeline.
WHY- This is to help ensure the project stays viable, aligned to objectives and benefits. Is compliant with all processes and governance.
WHAT- USERS
WHEN- Throughout the lifecycle
WHO- They maybe the Org’ itself or a customer
HOW- They are going to be the owner of the product/ service/ process at the end of the lifecycle
WHERE-
CONCEPT- Providing the initial trigger
DEFINITION- Requirements and Prioritisation, defining Acceptance Criteria, Quality Expectations
DEPLOYMENT- Consolation on Products and Change
TRANSITION- Accepting the product
ADPOTION AND BENEFITS REALISATION- Use product to realise benefits
WHY- By being involved from the very start of the process the user is more likely to receive exactly what they required to bring about the beneficial change to their organisation.
WHAT- TEAM MEMEBER
WHEN- Definitions onwards- expert advice in CONCEPT for viability of rough solution
WHO- Individuals from FUNCTIONS offering different areas of expertise
HOW-
They co-develop the plan in their areas of expertise
Provide specialised expert knowledge
Identify areas of issue, risk and change in their areas of work
Communicate to PM
Help PM to deliver successful project
Complete tasks given to them
WHY- Team members are required to carry out the task of completing the WP’s to reach the end of DEPLOYMENT phase and bring about the successful completion of the project.
1.6 Describe the functions and benefits of different types of PMO’s
WHAT- EMBEDDED
WHEN- Lifecycle of project
WHO- Small team of resources
HOW- Providing-
Access to doc’s, tools and services
Supporting the control and reporting of projects- collecting, analysing and presenting progress
General administrative tasks
WHERE- Embedded within the project team
WHY- So project reporting and control is dedicated to one project
BENEFIT- Effective and Reactive, can tailor documents to the project and free up time for PM, good team spirit, working towards common goal.
WHAT-CENTRAL
WHEN- Permeant fixture in the Org’ change element
WHO- Larger group of resources usually headed up in a FUNCTIONAL manner. Head of department
HOW- Providing a centre of excellence that maintains, reviews and embeds best practices across the project community
WHERE- Sits outside project team
WHY- Allows for a larger resource pool with the ability to allocate recourse between projects
BENEFIT- Greater pool of expertise and experience, efficiency with an increase of resources
Can introduce systems and tools across a collection of projects it organises, giving consistency.
WHAT-HUB AND SPOKE
WHEN- Permeant fixture in change element of Org- life cycle inside project
WHO- Heads of departments i.e reporting are in HUB, teams in spokes
HOW- HUB deals with policy and development of systems, while SPOKES deal with project reporting.
WHERE- HUB sits outside satellite PMO’s and feeds into them while satellite PMO’s support projects.
WHY- HUB produces policy and process/ tools to be pushed out to SPOKES to implement
BENEFIT- Better for large Org’ which do a lot of projects and need a consistent approach to reporting
1.7 Explain why aspects of project management governance are required (Policies/regulations/functions/processes/procedures/delegated responsibilities.
WHAT-ROLES AND RESPONSIBILITIES
WHEN- Throughout lifecycle
WHO- The complete Project Org’- PM to do OBS
HOW- Organisation breakdown structure
WHY- Know exactly what their duties are
Prevents confusion
Ensure you do what you are supposed to when you are supposed to
Prevents delays in tasks
Negates the risk of wrong person doing wrong job and needing to redo work… Time and cost
WHAT-Business case validity
WHEN-Throughout lifecycle
WHO-PSB
HOW- At decision gates or anytime CHANGE, ISSUE, RISK is raised, regular intervals
WHY- Checking that the project is still viable against benefits and objectives. Allowing for informed decision making at GO-NO GO crunch points. Stopping will cost with no return but not stopping will cost more.
WHAT- STRUCTURED METHOD
WHEN- Throughout lifecycle
WHO-PM
HOW- By doing VUCA, PESTLE and SWOT ANALYSIS
WHY- Allows for efficiency during all aspects including detailed planning as you are not working for a blank document. Firm understanding of all tasks required to complete project. Helps with estimating, pricing and project comparison.
