Learning outcome 1: Understand how organisations and projects are structured

Question 1

What are the types of organisations

Answer 1

Permanent
Temporary

Question 2

What are the three types of a Permanent Organisation and what are their characteristics

Answer 2

Functional - Grouped by area of expertise or function
Divisional - Grouped by products and services they provide
Geographic - Grouped by region

Question 3

What are the three types of a Temporary Organisation and what are their characteristics

Answer 3

Matrix - Separates line management from project management, best suited to complex projects requiring collaboration across functional areas, allows flexibility and adaptability but can lead to confusion over roles.
Project - Organised around the project, best suited to large complex projects requiring dedicated team, allows clear accountability and focus on project goals, but can lead to duplication and lack of integration within permanent organisation.
Network - Outsourcing of work to specialised contractors to achieve defined goals, is flexible and grants access to specialised resources, but can lead to challenges in coordination and control.

Question 4

1.2 Explain how an Organisational Breakdown Structure (OBS) is used to create a Responsibility Assignment Matrix (RAM).

Answer 4

The organisational breakdown structure OBS shows the hierarchical structure of the project. It is common that the project manager will be at the head of that structure. In a large project this may be the project director and individual project managers of the main areas of the project reporting into this position. The OBS is valuable for communicating the reporting structure for the project to all stakeholders. Once the tasks in the work breakdown structure have been assigned to positions within the OBS, a responsibility assignment matrix (RAM) is created the RAM will now be used to communicate to those who’ve been assigned work and also to communicate to their line management that one or more of their people have been assigned work.

Question 5

1.3 Role and key responsibilities of the Project Manager:
What are the 11 key responsibilities

Answer 5

1. Delivering the project to time, cost and quality
2. Making timely decisions to ensure project success
3. Communicating with the project sponsor and seeking direction when required to ensure success
4. Managing sponsor and user expectations
5. Defining and planning the project through the creation of the PMP
6. Monitoring and controlling process
7. Building leading and motivating the project team
8. Ensuring work packages are allocated and responsibilities defined
9. Keeping the sponsor and senior management informed of progress/problems
10. Initiating reviews and terminating the project early if required
11. Communicating with and acting as prime contact for suppliers, team members and stakeholders

Question 6

1.4 Difference between the responsibilities of the Project Manager and Project Sponsor

Role and key responsibilities of the Project Sponsor

What are the 10 key responsibilities of the Project Sponsor

Answer 6

1. Being the arbiter for user and stakeholder requirements through chairing the steering group
2. Determining the relative priority of time, cost and quality
3. Initiating the project and appointing the PM
4. Monitoring high level progress and making control decisions when escalated by PM
5. Monitoring the projects business environment and reviewing the Business Case at gateway reviews
6. Keeping senior management informed of the projects progress
7. Terminating the project early if necessary after a gate review
8. Providing support to the PM
9. Liaising with the Programme Manager if the project is part of a programme
10. Ownership of the Business Case

Question 7

The difference between the role of the Project Manager & Project Sponsor:
Responsibilities

Answer 7

Project Manager: Manages day to day activity

Project Sponsor: High level guidance and oversight

Question 8

The difference between the role of the Project Manager & Project Sponsor:
Authority

Answer 8

Project Manager: Delegated level of authority implements sponsors direction

Project Sponsor:
Approves major decisions and provides overall strategic direction

Question 9

The difference between the role of the Project Manager & Project Sponsor:
Focus

Answer 9

Project Manager:
Technical aspects of project

Project Sponsor:
Overall business objectives

Question 10

The difference between the role of the Project Manager & Project Sponsor:
Stakeholder Management

Answer 10

Project Manager:
Manages the day to day relations

Project Sponsor:
Sets the expectations

Question 11

The difference between the role of the Project Manager & Project Sponsor:
Accountability

Answer 11

Project Management: Accountable for delivery within Time/Cost/Quality

Project Sponsor:
Accountable for the overall delivery

Question 12

The difference between the role of the Project Manager & Project Sponsor:
Role in Project Team

Answer 12

Project Manager:
Leads and manages

Project Sponsor:
Not a member

Question 13

Role of User Group in Project Team

6 Key Responsibilities

Answer 13

1. Identifies projects requirements
2. Identification of constraints and dependencies
3. Providing assistance and guidance as part of project steering group
4. Assisting the PM with handover / acceptance
5. Accepting and operating deliverables
6. Informs PM of any changes that might influence delivery

Question 14

Role of the Project Team

6 Key Responsibilities

Answer 14

1. Managing stakeholders in accordance with the communications plan
2. Managing defined sections of work
3. Acting as risk owner or mitigation action owner as required
4. Supporting the PM and other team members in solving project wide problems
5. Contributing to the evaluation of the project at all stages and reviews
6. Reporting progress on assigned tasks in a timely manner

Question 15

Role of the Product Owner

8 Key responsibilities

Answer 15

1. Defining goals and creating vision for the operability of the projects outputs
2. On-Site customer for iterative/agile projects
3. Deep knowledge of stakeholder needs
4. Communicating with stakeholders to ensure the project is aligned with business objectives
5. Provides feedback to the project team on iteration planning, dependencies, constraints, priorities and progress in relation to business needs
6. Establishes priorities for scope, budget and time with relation to stakeholder requirements and accepting incremental delivery
7. Acting as primary communications link between stakeholders and teams ensuring stakeholder buy-in linking major decisions with strategy ad providing clear instructions and an outline of deliverables to product developers
8. Evaluating progress and providing feedback to the team on delivery performance and advising if continuation is feasible

Question 16

Role of the Project Steering Group

8 Key responsibilities

Answer 16

1. Takes responsibility for the projects feasibility, business case and achievement of outcomes
2. Ensures the projects scope aligns with requirements of the business owners and key stakeholders
3. Provide strategic guidance on project business issues
4. Ensure effort and expenditure are appropriate to stakeholder expectations
5. Ensure strategies to address potential threats to project success are identified, costed & approved and are regularly re-assessed
6. Control project scope as emergent issues may force changes to be considered
7. Reconcile differences in opinion and approach and resolve disputes arising from them
8. Report on progress at a high level and take on responsibility for resolving any organisation wide issues associated with the project

Question 17

1.6 Functions and benefits of different types of PMO
Types of PMO

Answer 17

Embedded PMO - (Decentralised)
Central PMO - (Centralised)
Hub-and-Spoke PMO - (Hybrid)

Question 18

Characteristics of Embedded PMO

Answer 18

(Decentralised) The majority of PMO functions are delivered under the control of the project, programme or portfolio manager, with only organisation wide aspects such as process defined at higher level. Effective on large projects requiring high level of support who can justify cost

Question 19

Characteristics of Central PMO

Answer 19

(Centralised) The majority of the PMO functions sit outside of the project teams and provide a service to multiple projects. Effective with portfolio of small projects where flexibility is valued over management control

Question 20

Characteristics of Hub-and-Spoke PMO - (Hybrid) Central

Answer 20

Central enterprise or Portfolio PMO linked to satellite PMO’s within individual projects or programmes. Effective where there are clear roles and responsibilities between managers and PMO to ensure processes and information are effectively managed

Question 21

PMO Services:

6 Typical PMO roles/services

Answer 21

1. Estimators
2. Planners and schedulers
3. Cost Engineers
4. SME - Risk Managers
5. Assurance
6. Configuration Managers

Question 22

5 Benefits of a PMO

Answer 22

1. Controls & Reporting - Collecting analysing and presenting progress information and managing interdependencies
2. Assurance - Audits, Health Checks an Reviews to support decision gates and change control
3. Centre of Excellence - Improving processes, tools and techniques, embedding best practice through training and support and measuring capabilities to review progress and target higher levels of maturity
4. Specialist Support - SME support in risk, quality, planning or finance resources to act as role models for project team
5. Information Management - Document Management and access to information tools and services

Question 23

1.7 Purpose of elements of project governance

Purpose of Policies & Regulations -

Answer 23

Guidelines and standards that help to ensure that projects are aligned with strategic objectives, comply with laws and regulation and meet stakeholder expectation.
Policies are high level statements that define the vision, principles, values of an organisation they provide guidance on how projects should be managed, what resources should be used and how risks should be managed.
Regulations are specific instructions that must be obeyed to adhere to legal, ethical or other requirements, including industry standards, safety, environmental regulation and contractual obligation.

Question 24

Purpose of Project, Programme & Portfolio Management

Answer 24

Project Portfolio Management - Selecting, prioritising, and managing a portfolio of projects to achieve organisational objectives, and involves evaluating projects based on their strategic fit, resource requirements, risk profiles, and expected returns. PPM helps organisations to allocate resources effectively, balance risks rewards, and optimise their project portfolio.

Question 25

Purpose of Project, Programme & Portfolio Management

Answer 25

Project Governance - the process of setting up a governance framework for a specific project . It involves defining the roles and responsibilities of project stakeholders, a stablishing decision-making process is, and ensuring compliance with policies and regulations. Project government helps to ensure that projects are effectively managed risks are managed appropriately, and stakeholders are engaged throughout the project life cycle.

Question 26

Purpose of Project, Programme & Portfolio Management

Answer 26

Project Management Office - centralised unit that provides project management sport, guidance and governance to project teams. Helps the standardised project management process is , methodologies, and tools across the organisation. PMO’s can improve project outcomes by providing project teams with necessary resources, skills and expertise.

Question 27

Purpose of Risk Management

Answer 27

Risk management: risk management is the process of identifying assessing, and mitigating risks that could impact project objectives. Involves analysing potential risks, developing risk mitigation strategies monitoring risk exposure throughout project lifecycle. Effective risk management helps organisations to minimise the likelihood of project failures, reduced project costs and improve project outcomes.

Question 28

Purpose of Quality Management

Answer 28

Quality management helps organisations deliver projects that meet or exceed stakeholder expectations, enhance customer satisfaction, and improve organisational performance.

Question 29

Processes & Procedures - Critical components of project management governance. They provide a standardised approach to project management, which helps to ensure that projects are managed consistently, affectively, and efficiently, including:

Answer 29

Concept - Identifying project objectives, defining scope, developing a project charter, and identifying stakeholders. It sets the foundation for the project and provides a clear direction for the project team.
Definition - Developing a detailed project plan, which includes defining project scope, a work breakdown structure, identifying project tasks and activities, and a project schedule. Project planning helps to ensure that the project is completed on time, within budget and to the desired quality standards
Deployment - Implementing the project plan, monitoring project progress and managing project risks. It includes managing project scope, resources, communications, and stakeholders. Ensuring that the project is completed according to the project plans.
Monitoring & Control - Monitoring project progress, identifying variances, and implementing corrective actions. It includes monitoring project schedule, budget, quality and risks.
Transition - Finalising project deliverables, obtaining acceptance from stakeholders, and closing out the project, including conducting a post project review, documenting lessons learned, and archiving project documents. Project transition helps to ensure that the project is completed successfully and that the organisation benefits from the project outcomes.

Question 30

Delegated Responsibilities - Are an essential component of project governance through assigning responsibilities and authority to individuals and groups including:

5 Key Delegated responsibilities

Answer 30

1. Project Sponsor - Provides funding and support for the project, who is responsible for defining project objectives, setting project priorities and ensuring alignment with strategic objectives
2. Project Manager - Responsible for managing the project, developing the plan, coordinating activities and risks to ensure project delivered to time, cost and quality
3. Project Team - Responsible for collaboratively delivering the project, communicating with stakeholders on time within cost and to required quality
4. Steering Committee - Provides guidance and oversight to the project, responsible for reviewing progress, making key decisions and ensuring alignment with organisational strategic objectives
5. Project Review Board - Responsible for review of progress and provide recommendations for improvement, including identifying project risks, evaluating outcomes and providing feedback to the project team