3.ProjectrolesandresponsibilitiesFREDERICGOLSER,1230316

DANIELSCHLAGER,1320799

Projectorganisation structurevDependingonstructureofcompanyitself

vDependingonparticularskills,knowledgeandexperience

vTailoredtomeetprojectsneeds

vItmustalsoofferameansbywhichtheexpectationsofthoseinvolvedorwhohaveaninterestintheprojectmaybemet

Whoshouldbeinvolvedinmanagingaproject?Youneedagroupofpeoplewhichhastogetherthe

vSkillvKnowledgevExperiencevAndpersonalattributes

GeneralagreementonwhovDefineswhatisrequired

vProvidesthebudget

vDirectsthepeopleinvolvedintheproject

vAuthorises changes

vManagestheday-to-daywork

43

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

PortfoliomanagementteamvIdentifyfurtheropportunities

vCommissionprojects

vPrioritise resources

vSecurefunding

vRealise benefits

MonthlymeetingsvIdentifycandidateprojects(fromthebusinessplanorelsewhere);commissionbusinesscases

vApportionresourcesacrosstheportfolio

vIdentifysuitableprojectsteeringgroups

vDelegateownershipofprojectstoprojectsteeringgroups

vPrioritise projectsintheportfolio

vManagesituationswherebenefitsmaybeatrisk.

TeambuildingcriteriavDoallparticipantscarrytheauthorityneededtomakeanydecisionrequiredofthem?

vHaveparticipantsbeendrawnfromallareasfromwhichdecisionswillbeneeded,includingvsales/marketingvoperationsvtechnologyvfacilities/propertyvlegalvhumanresources?

vAreparticipantslikelytoremaincommittedtotheirresponsibilitiesforthewholeyear?

Successoftheteam

vThemixofprojectsachievedasplanned

vCommercialandstrategictargetshavebeenmet

vProjectswithintheportfoliohavebeendeliveredontimeandwithinbudget

vProjectsresultsofacceptablequality

vPortfoliohasbeenadministeredefficiently

ProjectsteeringgroupvIsaccountableforthesuccessoftheproject

vResponsibleformakingsurethattheexpectationsaremet

vResponsibleforauthorizinganysignificantchangesthatareoutsideprojectmanager'sauthority

vSecuresandassignsresources

vSolvesconflictsbetweentheprojectandthirdparties

Projectsteeringgroupmembersvarecommittedtoasuccessfulprojectoutcome

vareauthorised tomakedecisions

vcanprovideorsourceresources

vareexpertsintheirfields

vUsuallychairedbyaprojectsponsor

Projectsponsor'srolesvPromotetheproject'scommercialimperatives

vAssumeownershipoftheprojectonbehalfoftheportfoliomanagementteam

vSeektodeliveraviableoutcome

Projectsponsor'sresponsibilitiesvTakeownershipofthebusinesscasefromtheportfoliomanagementteam

vBrieftheportfoliomanagementteamaboutprogressorincaseoffailures

vResolveresourceandpriorityconflicts

vOrganise andchairprojectmeetings

vAuthorise startofaproject,plan,actionsonbudget,closureoftheproject

vReporttherealisation ofbenefitstotheportfoliomanagementteam

Projectmanagervco-ordinatestheproject

vResponsibletodeliverwithintimeandbudget

vDevelopsaplanandstickstoit

vEssentialforthequalityoftheproject

HowtobeagoodProjectmanagervPlanthatshowsprogresstodateandforecastsfortime,costandquality

vEscalationconditionsfortimeandcostarebeingapplied

vRecordthatshowschangestoscope,timescale,costandbenefitshavebeenapproved

vForeveryrisk,thereexistsaplan

vRegularlyinformprojectsteeringgroup

HowtobeabadProjectmanager

SelectingagoodProjectmanagerThereshouldonlybeONEProjectmanager

Selectingonfollowingfactors:vvalueofproject

vTimescale

vRisks

vHowcriticalitis

vWhoisavailable

GradingaProjectmanagervPM1– aprojectorteamleader

vPM2– expectedtomanageaprojectwithminimumsupervision.

vPM3– aseniorprojectmanager whowouldbeabletomanageseveralprojectsatonce

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

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

PM2– ProjectmanagerSkills Knowledge Responsibilities

peoplemanagement planningandcontroltechniques Maintaineffectivecommunicationsandexpectationswithstakeholders(internalorexternal)andproposesolutionstoresolveconflicts

Induction riskmanagementtechniques maintainprojectmetrics,includingtime,cost,qualityandbenefitstracking

Communications projecttools Maintainthebusinesscase toallowprojectsteeringgroupassessment ofcontinuedprojectviability

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

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

PM3– SeniorprojectmanagerSkills Knowledge Responsibilities

Consultancy Promotethebenefitsofthecompanyapproachtoprojectmanagement

Sales Participateinthedevelopmentofthecompanyapproachtoprojectmanagement

IstheprojectstructuresuitablevIsthereaclearseparationofprojectownershipfromitsday-to-daymanagement

vIsthereaclearlyidentifiedsingleprojectmanager?

vHaseachrolebeenassignedtopeoplewithsufficientauthority

vDoestheprojectorganisationcontaintheauthoritywithinitselftocontinue

vAreallthreekeyperspectivesrepresentedattheprojectsteeringgroup

vHaveallresponsibilitiesidentifiedasnecessarytotheprojectbeenassignedtoindividuals

vDoallindividualsknowtheirresponsibilitiesandaretheycomfortablewiththem