3. Project roles and responsibilities
Transcript of 3. Project roles and responsibilities
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3.ProjectrolesandresponsibilitiesFREDERICGOLSER,1230316
DANIELSCHLAGER,1320799
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Projectorganisation structurevDependingonstructureofcompanyitself
vDependingonparticularskills,knowledgeandexperience
vTailoredtomeetprojectsneeds
vItmustalsoofferameansbywhichtheexpectationsofthoseinvolvedorwhohaveaninterestintheprojectmaybemet
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Whoshouldbeinvolvedinmanagingaproject?Youneedagroupofpeoplewhichhastogetherthe
vSkillvKnowledgevExperiencevAndpersonalattributes
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GeneralagreementonwhovDefineswhatisrequired
vProvidesthebudget
vDirectsthepeopleinvolvedintheproject
vAuthorises changes
vManagestheday-to-daywork
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PROJECT ROLES AND RESPONSIBILITIES
This team is called the portfolio management team and it has a separate role from that of the project steering groups (the various bodies to which the ownership of individual projects is delegated). In turn, the project steering groups have different responsibilities from the project manager, who plans, monitors and controls a project. However, all three must do their jobs well if an organisation’s projects are to succeed. This hierarchy of management authority is shown in Figure 3.1.
The portfolio management team
Typically, at the beginning of a financial year, the portfolio management team will be put in charge of a range of projects, including those identi-fied in the business plan and possibly others that have run over from the previous year. This mix of projects is known as the portfolio, which, in common with the wider business, has to flex and change throughout the year. As it does so, the portfolio management team is responsible for commissioning and delivering a value-adding mix of projects within a budget, aligned with the imperatives set out by the business.
The team will normally meet every month to:
identify candidate projects (from the business plan or elsewhere); commission business cases;
The hierarchy of management authority
Projectregister
Businesscase
Businesscase
Projectplan
Projectplan
Project One Project Two
“Portfolio owners”Charged with commissioningand delivering a balanced,value-rich mix of projectswithin a budget, aligned tostrategic and commercialimperatives
“Project owners”Charged with delivering theanticipated project benefits
“Project co-ordinators”Charged with planning,monitoring and controllingprojects
2.13.1
Portfoliomanagement
team
Projectsteering
group
Projectsteering
group
Projectmanager
Projectmanager
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PortfoliomanagementteamvIdentifyfurtheropportunities
vCommissionprojects
vPrioritise resources
vSecurefunding
vRealise benefits
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MonthlymeetingsvIdentifycandidateprojects(fromthebusinessplanorelsewhere);commissionbusinesscases
vApportionresourcesacrosstheportfolio
vIdentifysuitableprojectsteeringgroups
vDelegateownershipofprojectstoprojectsteeringgroups
vPrioritise projectsintheportfolio
vManagesituationswherebenefitsmaybeatrisk.
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TeambuildingcriteriavDoallparticipantscarrytheauthorityneededtomakeanydecisionrequiredofthem?
vHaveparticipantsbeendrawnfromallareasfromwhichdecisionswillbeneeded,includingvsales/marketingvoperationsvtechnologyvfacilities/propertyvlegalvhumanresources?
vAreparticipantslikelytoremaincommittedtotheirresponsibilitiesforthewholeyear?
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Successoftheteam
vThemixofprojectsachievedasplanned
vCommercialandstrategictargetshavebeenmet
vProjectswithintheportfoliohavebeendeliveredontimeandwithinbudget
vProjectsresultsofacceptablequality
vPortfoliohasbeenadministeredefficiently
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ProjectsteeringgroupvIsaccountableforthesuccessoftheproject
vResponsibleformakingsurethattheexpectationsaremet
vResponsibleforauthorizinganysignificantchangesthatareoutsideprojectmanager'sauthority
vSecuresandassignsresources
vSolvesconflictsbetweentheprojectandthirdparties
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Projectsteeringgroupmembersvarecommittedtoasuccessfulprojectoutcome
vareauthorised tomakedecisions
vcanprovideorsourceresources
vareexpertsintheirfields
vUsuallychairedbyaprojectsponsor
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Projectsponsor'srolesvPromotetheproject'scommercialimperatives
vAssumeownershipoftheprojectonbehalfoftheportfoliomanagementteam
vSeektodeliveraviableoutcome
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Projectsponsor'sresponsibilitiesvTakeownershipofthebusinesscasefromtheportfoliomanagementteam
vBrieftheportfoliomanagementteamaboutprogressorincaseoffailures
vResolveresourceandpriorityconflicts
vOrganise andchairprojectmeetings
vAuthorise startofaproject,plan,actionsonbudget,closureoftheproject
vReporttherealisation ofbenefitstotheportfoliomanagementteam
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Projectmanagervco-ordinatestheproject
vResponsibletodeliverwithintimeandbudget
vDevelopsaplanandstickstoit
vEssentialforthequalityoftheproject
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HowtobeagoodProjectmanagervPlanthatshowsprogresstodateandforecastsfortime,costandquality
vEscalationconditionsfortimeandcostarebeingapplied
vRecordthatshowschangestoscope,timescale,costandbenefitshavebeenapproved
vForeveryrisk,thereexistsaplan
vRegularlyinformprojectsteeringgroup
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HowtobeabadProjectmanager
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SelectingagoodProjectmanagerThereshouldonlybeONEProjectmanager
Selectingonfollowingfactors:vvalueofproject
vTimescale
vRisks
vHowcriticalitis
vWhoisavailable
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GradingaProjectmanagervPM1– aprojectorteamleader
vPM2– expectedtomanageaprojectwithminimumsupervision.
vPM3– aseniorprojectmanager whowouldbeabletomanageseveralprojectsatonce
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PM1– ProjectorTeamLeaderSkills Knowledge Responsibilities
projectadministration companybusiness assistinprojectplanning
time,resourceandqualityplanning companyorganisationstructure maintaintheprojectchange/issues/risklogs
Delegation companyproductsandservices maintainprojectmetrics,includingtime,costandqualitytracking
projectcontrol companyapproachtoprojectmanagement monitorandreportprogressagainstplan,identifyingvarianceswhererelevant
peoplemanagement planningandcontroltechniques assist ineffectivecommunicationswithinternalandexternalstakeholders
communication riskmanagementtechniques
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PM2– ProjectmanagerSkills Knowledge Responsibilities
projectadministration companybusiness Develop,andseek approvalfor,theprojectinitiationdocumentation
time,resourceandqualityplanning companyorganisationstructure Maintaintheprojectplanwithinidentifiedconstraints
Delegation companyproducts/servicesmanagementofpeople Manageprojectchanges/risks/issues
projectcontrol Companyfinancialenvironment identifyanddelegateworkpacketstoprojectteams
Negotiation companyapproachtoprojectmanagement Motivateandco-ordinatetheprojectteamandotherpersonnelinvolvedintheproject
Conflictmanagement/avoidance Industry-recognisedprojectmanagementmethods monitor,reportandcontrolprogressagainstplan,escalatingwhenoutsideofagreedtolerances
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PM2– ProjectmanagerSkills Knowledge Responsibilities
peoplemanagement planningandcontroltechniques Maintaineffectivecommunicationsandexpectationswithstakeholders(internalorexternal)andproposesolutionstoresolveconflicts
Induction riskmanagementtechniques maintainprojectmetrics,includingtime,cost,qualityandbenefitstracking
Communications projecttools Maintainthebusinesscase toallowprojectsteeringgroupassessment ofcontinuedprojectviability
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PM3– SeniorprojectmanagerSkills Knowledge Responsibilities
projectadministration companybusiness Develop,andseek approvalfor,theprojectinitiationdocumentation
time,resourceandqualityplanning companyorganizationstructureandpersonnel maintaintheprojectplanwithinidentifiedconstraints
Delegation companyproducts/services manageprojectchanges/risks/issues
projectcontrol companyfinancialenvironment identifyanddelegateworkpacketstoprojectteams
negotiation companyapproachtoprojectmanagement motivateandco-ordinatetheprojectteamandotherpersonnelinvolvedintheproject
conflictmanagement/avoidance industry-recognizedprojectmanagementmethods monitor,reportandcontrolprogressagainstplan,escalatingwhenoutsideofagreedtolerances
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PM3– SeniorprojectmanagerSkills Knowledge Responsibilities
peoplemanagement planningandcontroltechniques maintaineffectivecommunicationsandexpectationswithstakeholders(internalorexternal)andproposesolutionstoresolveconflicts
Interviewing riskmanagementtechniques maintainprojectmetrics,includingtime,cost,qualityandbenefitstracking
Selectionandrecruitment Projectandportfoliotools maintainbusinesscasetoallowprojectsteeringgroupassessment ofcontinuedprojectviability
Induction Interviewingpotentialprojectpersonnel
Communications Develop,andseek approvalfor,theprojectclosuredocumentation
Client,accountandsuppliermanagement Participateintheinterviewing,selectionandcoachingofprojectpractitioners
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PM3– SeniorprojectmanagerSkills Knowledge Responsibilities
Consultancy Promotethebenefitsofthecompanyapproachtoprojectmanagement
Sales Participateinthedevelopmentofthecompanyapproachtoprojectmanagement
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IstheprojectstructuresuitablevIsthereaclearseparationofprojectownershipfromitsday-to-daymanagement
vIsthereaclearlyidentifiedsingleprojectmanager?
vHaseachrolebeenassignedtopeoplewithsufficientauthority
vDoestheprojectorganisationcontaintheauthoritywithinitselftocontinue
vAreallthreekeyperspectivesrepresentedattheprojectsteeringgroup
vHaveallresponsibilitiesidentifiedasnecessarytotheprojectbeenassignedtoindividuals
vDoallindividualsknowtheirresponsibilitiesandaretheycomfortablewiththem