Practices | Organising Flashcards
Chapter 6
The three project interests are …
(Note, not roles)
- Business
Continuous justification for value.
Project executive represents business viewpoint. - User
Benefits to defined users.
Senior user ensures requirements and benefits. - Supplier
Collaboration for product delivery.
Senior supplier represents supplier interests.
Project Management Team
Commissioning > Business Layer
Directing > Board
Managing > PM
Delivering > Managers
Project management team structure
- Business layer
- Project Board
Senior Users, Exec, Senior Suppliers - Project Assurance, Management, Support
- Team Managers
- Team Members
Roles | Project Executive
Appointed by the business.
Single point of accountability for project success.
Ensures alignment with business strategy.
Secures project funding.
Manages business case and justification.
Governs the project effectively.
Only one project executive allowed.
Cannot be combined with project manager role.
Roles | Senior User
Represents user community.
Accountable for capturing user requirements and benefits alignment.
Ensures user buy-in and benefits realization.
Monitors product compliance with requirements.
Demonstrates forecasted benefits tracking.
Controls changes to requirements and benefits.
Ensures successful product handover and continued benefits.
Secures ongoing commitment from user community.
Minimize multiple representatives if possible.
Roles | Senior Supplier
Represents supplier community.
Ensures ongoing commitment and resources.
Accountable for product quality and technical integrity.
May represent post-project maintenance interests.
Ensures specialist product support.
Collaboration with project board.
May overlap with senior user role.
Roles | Project Board
Comprises project executive, senior user, and senior supplier.
Sets project environment for success.
Ensures funding, resources, and alignment with business strategy.
Manages by exception and governs the project.
Focuses on project team safety.
Supports social cohesion within the project ecosystem.
Sets tolerances and change budget.
Aligns with environmental, social, and governance (ESG) commitments.
Roles | Team Manager
Delivers allocated work within agreed tolerances.
Receives work packages from project manager.
Responsible for product delivery and team management.
Ensures products meet specifications.
Sets tolerances for team members.
Aligns decisions with project manager’s guidance.
Manages team relationships and safety.
Roles | Project Manager
Runs the project on behalf of the project board.
Responsible for day-to-day project management.
Ensures adherence to project tolerances and constraints.
Manages work, delegates to team managers or members.
Sets work package tolerances for team managers.
Ensures decisions align with project board guidance.
Monitors safety, well-being, and project sustainability
Cannot be combined with other roles.
Job-sharing arrangements may apply.
Single point of accountability for project success.
Roles | Project Assurance
Assures project aspects (business, user, supplier).
Ensures clarity in roles and responsibilities.
Interacts with other assurance roles.
Undertakes assurance tasks.
May be board member, business representative, or external party.
Not assigned to project manager, team manager, or project support.
Roles | Project Support
Provides administrative and planning support.
Facilitates meetings, risk management, and change management.
May be delegated to suppliers or team members.
Supports project ecosystem integration.
Aids improvements and social cohesion.
Independent of project assurance roles.
Work breakdown structure (WBS)
Hierarchy of project work.
Links work packages and product breakdown structure.
Helps structure project teams and set boundaries.
Helps structure project teams and set boundaries.
Clarifies internal staff effort and external work requirements.
NOT NEEDED for very simple projects with one work package.
Project organizational design and development
Understand the organizational ecosystem (incl ppl, governance, management, how and when)
Design the project ecosystem (team structure, resources, work practices)
Develop the project ecosystem (team building, culture)
Manage the ongoing changes to the project ecosystem
Transition the project into the organizational ecosystem
Supporting techniques | Delivery Model
organisational and commercial arrangements to be deployed to meet the project objectives
[DELIVERY MODEL
Thin Client: Mostly external suppliers handle project work.
Thick Client: Business handles most project work.
CONTRACT:
Labour Basis: Client responsible for work performance.
Product Basis: Supplier responsible for performance.]
Supporting techniques | RACI chart
For wider project ecosystem:
● responsible: who perform the task
● accountable: who ‘owns’ the task
● consulted: required for the task
● informed: people informed
