Learning Outcome 1

Question 1

1.1 Differentiate between different types of permanent and temporary organisation structures

Answer 1

• Organisational structures are how roles and responsibilities, power are assigned to achieve objectives
• Projects are temporary structures but PMs work across both
• The amount of authority held by the functional(standard) manager and PM determines where it lies on the spectrum from functional to matrix to project
• A functional structure (BAU usually) has teams divided along functional lines. Heads of each function with staff underneath. Projects can be handed across to each team in turn or performed within each functional department. Strength: Skills in dept put towards the delivery of project. Weaknesses: balancing projects, silo working. Useful for small, mainly internal project.
• Matrix structure: most commonly found in projects. Team members report to the functional manager for day-to-day work and PM for project work (seconded partially across). Strengths: visibility of project work, and management of resources (not affecting BAU). Weaknesses: two reporting lines, and dual reporting cause conflict. More complex projects.
• Project/product structure: structure of organisations is made up of projects. Each PM reports directly to the board. All work is project-related. Once project is finished, that part of org ceases to exist. Strength: focus entirely on project, strong job security during project. Weaknesses: siloed working, no job security at end, no retention of learning and development. Massive projects for massive orgs.

Question 2

1.2 Explain the way in which an organisational structure is used to create a responsibility assignment matrix

Answer 2

• The WBS and OBS can be combined (what products are need, what work needs to be done to deliver this) to create a communication device known as a responsibility matrix (RAM)
• This can also be called a RACI matrix, if coded using the key of responsible, accountable, consulted and informed
• This summarises tasks and deliverables, and what contribution teams and individuals are expected to make
• This ensures that everyone doing the work knows what they have been assigned and what responsibilities they have

Question 3

1.3 Explain the role and key responsibilities of a project manager

Answer 3

• Delivering project on time and to cost
• Delivering it to quality/performance objectives (with reviews)
• Making timely decisions for project success
• Communicating with sponser and other key stakeholders
• Managing sponser and user expectations
• Defining and planning the project
• Monitoring and controlling progress
• Monitoring team, allocating responsibilities

Question 4

1.4 Differentiate between the responsibilities of the project manager and project sponsor

Answer 4

PM as before.

Project sponser: arbiter for stakeholder requirement, chairs steering group, determines relative priority of time, cost, quality, initiates project, appoints PM, monitors high level progress, makes escalated decisions, monitors environment, liaise with SMT, ongoing support to PM and programme manager, ownership of business case

Question 5

1.5 What are the other roles in project management?

Answer 5

• Project team members: support PM, comms, managing sections of work breakdown structure, risk within areas of expertise, evaluation, reports of progress
• Users: specify ops requirements, operating deliverables, identifying constraints, assistance and advice, handover
• Steering group/board: steering delivery, stakeholders, experts, representatives, key suppliers, users, business case and strategic alignment, strategic guidance, reviews, control scope, resolve disputes, report on progress
• Product owner: part of supplier input, have expertise, define goals for operating output, represent the customer and their primary responsiblity is to define and prioritise the features and reuirements of the product being developed, comms with stakeholders, feedback to project team, priorities for scope, budget, time, evaluate progress

Question 6

1.6 What are the functions and benefits of different types of PMO?

Answer 6

• There can be project, programme and portfolio management offices
• Can just be PM or can include larger project team and specialists
• Provide improved resources, flexibility, deployment support, process improvement
• They can collect data, do audits and reviews, manage docs and information
• Embedded PMO: office/team dedicated to project, managed by PM, not shared outside project. For large projects that ned dedicated resources.
• Central PMO: central admin resource outside of project team. Support a number of projects. For projects which are smaller and need greater flexibility.
• Hub and Spoke: Combination with some central admin support but satellite PMOs for specialists.

Question 7

1.7 Explain why aspects of project management governance are required

Answer 7

• Governance is the framework of authority and accountability that defines and controls outputs, outcomes and benefits from projects, programmes and portfolios
• Governance board - same as steering group
• Mechanism for financial and technical control
• Business change governance is most applicable to project work
• Corporate governance also important (how the board sets the values of the company rather than the day-to-day governance of BAU)
• Governance: provides confidence to stakeholders and ensures there is a business case, a recognised life cycle (with gate reviews, audits etc), a structured methodology for delivery, clearly defined processes and documentation, more effective decision making (reviews etc), reporting and escalation routes (roles and responsibilities, RACI), quality management (quality assurance and independent auditing), stakeholders and sponsor are kept informed