Chapter 15: Directing a project

Question 1

What is the purpose of the Directing a project process?

Answer 1

The purpose is to enable to project board to be accountable for the project’s success by making key decisions and exercising overall control while delegating the day-to-day management to the project manager.

Question 2

What are the objectives of the Directing a project process?

Answer 2

The objective of directing a project process is to ensure that:
* There is authority to initiate the project
* There is authority to deliver the project product
* Management direction and control are provided throughout the project’s life
* The project remains viable (i.e., feasible)
* Corporate, program management or the customer has an interface to the project (i.e., communication point/channel)
* There is a authority to close the project
* Plans for realizing the post-project benefits are managed and reviewed.

Question 3

How does the project board “manage by exception”?

Answer 3

The Project Board manages by exception by monitoring via reports and controling through a small number of decision points.

Question 4

Besides communicating with the project manager on the status of the project via reports and controls, who else should the Project Board communicate to?

Answer 4

The Corporate, Programme management or the customer.

Question 5

One of the responsibilities of the Project Board is to authorize initiation of the project. What are the two management products that the Board receives upon an initiation request?

Answer 5

1. The Project Brief
2. (Initiation) Stage plan

Question 6

What happens with the project when it is not authorized by the project Board?

Answer 6

It should be prematurely closed.

Question 7

What are the management products that are received and approved by the Project Board when they are expected to authorize a project?

Answer 7

1. PID
2. Benefits Management Approach

Question 8

How does the Project Board authorize a stage or an exception plan?

Answer 8

By reviewing the performance of the current stage (unless it is the initiation stage plan) and approving the stage plan for the next stage.

Question 9

How is the management product/ document called that contains the performance of a current stage, and it is passed on to the Project Board in hopes of having the next stage approved?

Answer 9

End Stage Report

Question 10

Who approves work package exceptions?

Answer 10

The Project Manager, not the Project Board.

Only Exception plans to Stage and project need to be approved by the Board.

Question 11

What are the possible three decisions that the Project Board can take when they are in the process of “authorizing a stage or an exception plan”?

Answer 11

1. Authorize the plan (i.e., OK, the project can proceed with this plan)
2. Have the PM redo the plan (with some feedback from them) and resubmit for approval
3. Prematurely close the project.

Question 12

The Project Board can also give ad-hoc direction at any time during the project. When does this usually happen? (in response to what events)

Answer 12

1. In response to informal requests for advice and guidance
2. In response to an escalated issue (problem/concern, request for change, or off-specification - when they were raised to the board)
3. In response to an exception report (can increase tolerances, can advice the PM on the exception plan)
4. In response to a highlight report (given to them by the PM)
5. In response to advice and decisions from corporate, programme management or the customer (like external events in the company etc…)

Question 13

The Project Board is also the one who authorizes project closure. What do they do in this process?

Answer 13

Review the objectives in the original and current versions of the PID and project plan in order to understand:
* whether the objectives have been achieved
* how the project has deviated from its initial basis
* that the project has nothing more to contribute