Project Structure and Governance Flashcards
Explain the strengths and weaknesses of managing a project in a matrix type of organisational structure. Make five relevant points.
reminder - Reporting Costs Rapid Balancing Conflict
Dual Reporting
Within a matrix type of organisation structure, there will be dual reporting. The project team member will be taking direction from both their line manager (for the functional responsibility) and the project manager (for the project responsibility). This could cause conflict if there are clashes of priorities. Additionally, people do not feel they have any control over their own destiny when continuously reporting to multiple managers.
Project Costs can be Minimised
Within a matrix organisation structure functional units exist primarily to support a project. Because of this, key people can be shared and costs can be minimised. If resources are allocated across a number of projects, then the cost associated with each resource will be shared across each project.
Rapid Response to Changes, Conflicts and Other Project Needs
The matrix structure can provide a rapid response to changes, conflicts and other project needs. Conflicts can be resolved using hierarchical referral. The rapid response is a result of the Project Manager’s authority to commit company resources providing that scheduling conflicts with other projects can be eliminated.
Better Balance of Time, Cost and Performance
Within a matrix organisational structure the Project Manager has the authority independently to establish their own policies and procedures, provided that they do not conflict with corporate policies. This can do away with “red tape” and permit a better balance of time, cost and performance on the project.
Conflict in Goal Setting
Within a matrix organisation structure, there is a greater propensity (than in traditional functional type structures) for conflict when setting project goals. This is because management’s goals for a project may be drastically different from the project goals, especially if the Project Sponsor’s (and Project Steering Group’s) involvement is lacking during the definition of the project’s requirements in the planning phase.
part (a) Explain two reasons why projects are structured in phases in a linear project life cycle.
part (b) Explain three differences between linear and iterative life cycles.
Answer(a)
1. Trying to plan an entire project in detail up front is not always possible. Breaking the project down into smaller phases that are more manageable in terms of time, cost and specification means that each phase can be planned and managed as if it were a separate project
- Breaking the project into phases allows for the provision of gate reviews between phases which provides greater management control and reduces risk
Answer(b)
1. In a linear life cycle all requirements are determined up front. In an iterative life cycle requirements are determined for only the next iteration.
- In a linear life cycle the requirements are the starting point for determining project schedule and resource requirements. In an iterative life cycle a timebox is specified which limits the number of requirement that can be satisfied.
- In a linear life cycle there is usually no usable product until project completion whereas for iterative projects each iteration produces usable product
part (a) Explain two key differences between projects and business as usual.
part (b) Provide one explanation for how project professionals can assess project context against each of PESTLE, SWOT and VUCA
part a
1.Projects are Unique. When doing a project, we create something that did not previously exist. Some projects are totally different whist others may contain some elements similar to previous projects. Business-as-Usual usually involves the ongoing provision of specified products or services on a Repetitive basis.
2.Projects are Temporary. They are endeavours that are Finite or Timebound. They have a start point and an end point. When the objectives are met, the project terminates. Busines-as-Usual is an ongoing process that continues indefinitely.
part b
1.PESTLE is simply a tool for providing some structure to the analysis of project context. Brainstorming sessions can be made more efficient by breaking the discussion of context into sections i.e Political- Economic-Sociological-Technological-Legal-Environmental.
2.SWOT stands for Strengths, Weaknesses, Opportunities and Threats. SWOT analyses are best carried out by “Brainstorming” using members of the project team and appropriate stakeholders. SWOT analysis can be carried out to analyse project context at any level of detail ranging from a whole organisation to a sub-project or product.
3.VUCA stands for Volatile, Uncertain, Complex and Ambiguous.
Volatility is about the speed of change of project context. Uncertainty is about our ability to predict the future. Complexity refers to the number and variety of things we need to consider. Ambiguity refers to things that we are not sure about
Quantifying all these features will allow an understanding of the overall risks and uncertainties within. the project context
Part(a) Select two phases of the project life cycle and explain how the roles of project manager and project sponsor differ during those two phases.
Part(b) Select three of the project roles below and describe their responsibilities throughout the project: Users, Project team members, Project steering group and Product owner
part a
1) Concept Phase. In this phase the Sponsor takes the leading. The sponsor owns the project and is responsible for producing the Business Case with which to justify the project and obtain the required approvals and funding. There may not even be a project manager appointed until the project is approved but if one is present the role to assist in producing the Business Case and use his expertise to influence the content
2)Execution Phase. During this phase, the Sponsor has delegated full authority to the project manager. The project manager leads the project team and decides which problems and decisions are escalated to the Sponsor who will continue to monitor the project and support the project manager when necessary. The Sponsor will continue to chair the project steering committee and gate reviews
Part(b)
1)Users. The users will be heavily involved up front in specifying the requirements and at the same time agreeing acceptance tests. They will be involved throughout Design and Implementation as requirements evolve and change. Prior to Handover they will conduct acceptance tests and eventually accept the system.
2) Project Team Members. Project team members will initially work with users to define requirements and develop acceptance tests and also to assist the project manager in developing the project plan. Once the plan has been agreed their prime responsibility is to execute the work packages assigned to them by their project manager or team leader.
3) Project Steering Group. The Steering Group oversees the project from initiation to benefits realisation under the chairmanship of the Project Sponsor. The PM will formally report to the Steering Group at regular intervals and at “Gate” reviews. It supports the Project Manager throughout the project especially with regard to Issues that have been escalated to them by the project manager.
part (a) Outline four reasons why a programme would be used to deliver strategic change as opposed to using a project.
part (b) Explain three ways in which failure to comply with laws and regulations can impact on project delivery.
part a
1 Strategic. The change is strategic and requires visibility and accountability to the highest levels within the organisation.
2 Size and complexity. The change requires multiple interdependent projects which must be managed as a whole.
3 Effect on Business-as-Usual. The project has severe implications for ongoing operations so there is a requirement for ongoing coordination with BAU which must be managed.
4 Risk. Where the project involves high risk to the parent organisation and thus requires supervision at senior level
part b
1 Failure to carry out a proper risk assessment.
If any person under the control of the project manager, whether it be a team member or not, incurs an accident that could have been avoided had a proper risk assessment been carried out, then the project manager can be held accountable. This could have severe effects upon the project. The accident could affect the project by delaying the work, or by loss through injury of a key worker or even the removal of the project manager.
2 Failure of duty of care
There are many ways a project manager could fail in his/her duty of care. For instance, there could be a failure to provide adequate welfare facilities on site or failure to provide safety equipment. The consequences of this could vary from low morale to an all-out strike. The effect on project delivery could vary from mild to catastrophic with consequences affecting schedule, cost and quality.
3 Failure to follow regulations
Examples of this could include proceeding without planning approval and flouting building regulations. The consequences of lack of planning approval could vary from a delay whilst retrospective approval is obtained or even an order to demolish. In the case of building regulations, the work would have to be made good.
part (a) List and describe four external factors that can affect the timeline of a project.
Part (b) Explain the purpose of using SWOT analysis to assess the context of a project.
part a
1) Late delivery A crucial component from an external supplier fails to arrive on time and hence causes following activities dependant on this component to slip.
2) Incorrect Quality/Specification
A project deliverable was thought to be completed on time but on further inspection was found to be the wrong specification or failed to meet quality parameters
3) Scope Change
After project commencement, the Client/Sponsor changes the project scope and work content and hence changes the timeline
4) Force Majeure
A major unforeseen event happens which could be natural calamities such as hurricanes, floods, earthquakes and tornados or manmade events such as explosions, fires or major traffic accidents.
part b
SWOT stands for Strengths, Weaknesses, Opportunities and Threats.
Evaluating strengths and weaknesses will principally identify contextual elements which are internal to the project and its parent organisation such as level of experience in the project area and availability of key resource.
Evaluating Opportunities and Threats is more externally focused such a what the competition may be doing or what other avenues winning this project could lead to.
List and describe five phases in an extended project life cycle.
- Concept In the Concept phase the need/problem/opportunity emerges and the proposed solution is tested for technical and financial feasibility. At this stage plans may be at a very low level of detail and estimates of costs and timescales are at a low level of accuracy. This phase typically closes with the Business Case
- Definition If the Business Case is accepted, then the plans outlined there are further defined to produce detailed plans of work and more accurate estimates of the schedule, budget and resource requirements. The principal output of this phase is the Project Management Plan (PMP).
- Implementation In the phase of the project the work is carried out to produce the planned deliverables defined in the PMP. under the control of the Project Manager. This phase is complete when all deliverables are complete and ready to hand over to the client.
- Handover & Closeout Handover consists of all those activities involved with the formal transfer of ownership from the project team to the client/sponsor and end users.
Closeout is concerned with closing the project down in a consistent and organised manner. It should include activities such as.
• Tidying up and archiving of project files
• Finalising and reconciling the project accounts
• Demobilisation of staff and appropriate feedback given
- Benefits Realisation
The benefits of a project are rarely realised immediately following handover and it can take weeks or months before the full benefits are realised. During this phase the impact of the project is measured to determine if the expected business benefits are being realised. This phase ends when the benefits are realised or when it is obvious that the benefits will not be realised.
Explain five distinct benefits to be gained from managing a group of projects as a programme, rather than as individual, unconnected projects.
- All projects must in some way contribute to overall organisational objectives. Managing projects as a coordinated programme under the control of a programme manager will help ensure that project goals are aligned with those objectives. The Organisation as a whole will be the beneficiary.
- Having an overall programme manager with responsibility for related projects will ensure the best allocation of shared resources. Resource conflicts can be managed and prioritised to the benefit of the overall programme rather than individual projects. Expensive resources can be shared in the most cost effective manner. Some projects will benefit and so will the programme.
- Within a programme, projects will typically have dependencies and interdependencies on other projects. Managing them as a programme allows the interfaces to be managed and all project activities coordinated to the needs of the programme. Managing project interfaces is a key programme manager responsibility. This will benefit affected projects as well as the programme.
- Projects usually involve risk. Total risk can best be managed and mitigated by controlling it at programme level rather than at project level. For instance, a risk to the schedule for an individual project may have no impact at programme level. This will benefit the Programme
- Projects can often produce solutions which whilst benefiting a specific area may actually harm organisational goals. Programme management involves the whole value chain and ensures that project objectives are aligned with the goals of the programme and thus avoid sub optimal solutions which benefits the owning organisation.
