Unit 1: Understand how organisations and projects are structured

Question 1

1.1

2 differences between permanent and temporary types of organisation structure

2-3 differences between project and matrix organisations

Answer 1

Permanent organisation structures have stable teams, Temporary organisation structures have changing teams.

Permanent organisation structures are the permanent business as usual activities in a business and temporary organisation structures are created to deliver specific objectives and change within a pre determined timeframe.

Resources - A project structure provides skilled resource permanently to the project, but within a matrix structure the resources are provided temporarily as and when required to complete specific tasks.

Reporting lines - Staff report to the PM in project structures but in matrix structures the staff have dual reporting lines - their function / department manager, for operation tasks, and the PM for project tasks.

Question 2

1.2

2 reasons for using an OBS (organisation breakdown structure) when creating a RAM (Responsibility Assignment Matrix)

Answer 2

Enables clarification of roles against each project task - combining an OBS (project team hierarchy) with a WBS (project tasks), to create a RAM enables the PM to to record who is responsible for the task, who is accountable, who should be consulted, and who should be kept informed (RACI)

Accountability for each task is known to the project team, providing a clear escalation route which supports good governance.

Question 3

1.4

2 differences between the role of the PM and the PS during the deployment phase

1 difference between the responsibilities of the PM and PS during each of the following lifecycle phases: Definition, Deployment, Transition

Answer 3

During the deployment phase, the PM is responsible for the delivery of the project activities and outputs. The PS steps aside, providing support to the PM when required.

The PS is the decision maker at phase reviews, and the PM provides all the information on progress. The PS will make an objective decision to approve the project moving on tot he next phase. The PS can make the decision to terminate the project if necessary.

Definition

The PM develops the project management plan during the definition phase. The PS is responsible for approving the project budget.

Transition

The PM is responsible for completing all project tasks and handing over to business as usual / operations. The PS is responsible for ensuring the project achieves the required change / benefits.

Question 4

1.5

Explain 1 responsibility for each of:
User, Product Owner, Project Steering Group

Explain 1 responsibility for:
Team members, Product Owner

Answer 4

User

Identify project requirements, looking at must haves and desirables.
Define the project’s acceptance criteria during concept and definition phases.
Involved in testing of the project outputs - assisting the PM with handover and acceptance of deliverables into business as usual.

Product Owner

Leads on product development - creating the vision and defining the project outputs.
Acts as intermediary between stakeholders and project team members - communicates with stakeholders to ensure the project remains aligned with business objectives.

Project Steering Group

Responsible for the project’s feasibility, business case and achievement of outcomes.
Guides the project to align with the businesses strategic aims.
Reviews project reports and supports the PM when higher level decisions are required e.g. additional budget for a newly identified risk.

Team Member

Performs project tasks as required by the PM, reports on task progress, reports identified project risks and project changes to the PM for formal assessment, managing communication plans assigned to them, as per the Communication Plan.

Question 5

1.6

Explain 2-3 functions of a ‘Central’ project office

Explain 3 benefits pf a PMO (Project Management Office)

Answer 5

Central project office

Assurance to multiple projects - phase reviews, decision gates, change control

Centre of excellence - continuously improving processes, tools and techniques, providing training, mentoring and coaching.

Information management - efficient document management for multiple projects with quick access to information

PMO Benefits

Assurance, Centre of Excellence, Information Management