Learning Objective 2 Governance Arrangements

Question 1

What are two benefits of delivering projects within a matrix organisational structure?

Answer 1

1. The ability to run projects alongside business-as-usual functions.
2. Easy effective communication
3. The ability to effectively share knowledge across business areas.
4. Effective Resource Allocation
5. Flexibility

These benefits facilitate collaboration and enhance resource utilization.

Question 2

Define a policy in the context of project governance.

Answer 2

A policy is a deliberate system of principles to guide decisions and achieve desired outcomes.

Policies are essential for establishing governance frameworks.

Question 3

How does establishing clear governance structures for project delivery contribute to aligning projects with an organisation’s objectives?

Answer 3

1. Ensures effective communication channels between project teams and wider stakeholders.
2. Facilitates decision-making processes that prioritise project alignment with organisational goals.
3. Defines roles, responsibilities and accountability to ensure project activities support organisational objectives.

Clear governance enhances project success by aligning with strategic goals.

Question 4

What is the project manager’s responsibility regarding the business case?

Answer 4

The project manager is responsible for delivery of outputs to achieve the business case benefits once the business case is approved.

This includes consulting and supporting the project sponsor’s creation of the business case.

Question 5

What is a disadvantage of a marketing project that is misaligned with an organization’s objectives?

Answer 5

1. Lack of strategic alignment.
2. Misallocation of resources.
3. Ineffective performance measurement.
4. Lost opportunities for synergy.
5. Risk of reputational damage.

These disadvantages can significantly hinder overall business success.

Question 6

Fill in the blank: The limits of financial authority are more ______ in a linear life cycle compared to an iterative life cycle.

Answer 6

fixed

Linear life cycles tend to have predetermined financial limits.

Question 7

In a matrix organisation structure, the project manager’s authority will ______ the functional line manager’s authority.

Answer 7

be balanced with

This balance helps in managing dual reporting effectively.

Question 8

When making resourcing decisions for a project, the project sponsor should ______.

Answer 8

sign off the approach

This ensures alignment with project objectives and resource allocation.

Question 9

List three features of a permanent/functional organisational structure.

Answer 9

Repetative Tasks
Delivers Business as Usual
Clear communication channels via line manager
Specialisation in specific areas

This structure enhances efficiency but can also lead to silos.

Question 10

What is a key responsibility of the project manager?

Answer 10

Manages the project day to day.

This includes ensuring successful delivery of outputs and managing risks.

Question 11

What is the role of the project sponsor during the definition phase?

Answer 11

Owns and develops the business case with the support of the project manager.

This role is crucial for justifying the project within the organization.

Question 12

What are two advantages of a temporary project organisational structure?

Answer 12

• Clear accountability with defined roles
• Effective resource allocation specifically for project tasks

This structure promotes flexibility and responsiveness to project needs.

Question 13

What do users contribute to a project?

Answer 13

Identify project requirements and define acceptance criteria.

Users ensure that the project meets the actual needs of stakeholders.

Question 14

True or False: The project manager is responsible for the overall success of the project.

Answer 14

False

The project sponsor is responsible for the overall success, while the project manager focuses on day-to-day management.

Question 15

What are the disadvantages of a matrix organisational structure?

Answer 15

• Dual reporting can create conflicting priorities
• Role confusion may lead to conflict and reduced productivity
• Complex decision making from multiple stakeholders

These challenges can hinder project efficiency.

Question 16

Fill in the blank: The project manager provides inputs into the phase reviews/______ gates.

Answer 16

decision

This input is critical for project governance and oversight.

Question 17

What is the primary responsibility of a Project Manager?

Answer 17

Responsible for the day-to-day management of the project.

Question 18

What is the primary responsibility of a Project Sponsor?

Answer 18

Responsible for the overall success of the project.

Question 19

What authority does a Project Manager hold?

Answer 19

Manages the project within limits of delegated authority whilst implementing the direction of the project sponsor.

Question 20

What authority does a Project Sponsor have?

Answer 20

Has the authority to approve major decisions and changes to the project.

Question 21

What does a Project Manager focus on?

Answer 21

Focuses on the technical delivery of the project.

Question 22

What does a Project Sponsor focus on?

Answer 22

Focuses on the business objectives of the project.

Question 23

Who manages communication with stakeholders?

Answer 23

Project Manager.

Question 24

Who sets the expectations of stakeholders?

Answer 24

Project Sponsor.

Question 25

Who is accountable for the delivery of the project?

Answer 25

Project Manager.

Question 26

Who is ultimately accountable for the success of the project?

Answer 26

Project Sponsor.

Question 27

What role does a Project Manager have in the project team?

Answer 27

Responsible for leading and managing the team.

Question 28

Is the Project Sponsor typically a project team member?

Answer 28

No.

Question 29

What are the required aspects of project management governance?

Answer 29

Policies, Regulations, Processes, Procedures, Delegated Responsibilities.

Question 30

What do policies provide in project management?

Answer 30

Guidelines around the business expectations of the project and outlining boundaries.

Question 31

What do regulations ensure in project management?

Answer 31

Conformity to specific standards and legal, regulatory, corporate, ethical, and professional standards.

Question 32

What is the purpose of processes, procedures, and functions in project management?

Answer 32

Outline standardized working methods and provide a structured method for delivery.

Question 33

What is the benefit of having clarity around delegated responsibilities?

Answer 33

Increases efficiency during the project life cycle.

Question 34

What is a responsibility assignment matrix (RAM or RACI)?

Answer 34

A tool that gives stakeholders oversight of roles and responsibilities.

Question 35

What characterizes a linear project life cycle?

Answer 35

Sequential with clearly defined outputs, typically applied to low-risk projects.

Question 36

What is an iterative project life cycle?

Answer 36

A repetitive life cycle beneficial for projects with evolving objectives or solutions.

Question 37

What is a hybrid project life cycle?

Answer 37

Combines aspects of both linear and iterative life cycles.

Question 38

What impact does a project's life cycle have on governance?

Answer 38

Can influence the governance framework and the overall limit of financial authority.

Question 39

Fill in the blank: Policies ensure the continued governance of the project through _______.

Answer 39

control points.

Question 40

True or False: A Project Sponsor is responsible for the day-to-day management of the project.

Answer 40

False.

Question 41

What is an advantage of a permanent/functional organisational structure

Answer 41

Specialisation. Employees can focus on their area of expertise and develop specialist skills and knowledge. Efficiency. Departments can develop efficient process and procedures to streamline operations. Clear Career Path. Employees can see their career path and opportunities for advancement

Question 42

What is a characteristic of a permanent/functional organisational structure

Answer 42

A stable team environment working on business-as-usual, or routine, operational tasks that require specific resources. Individuals taking instruction from a line manager only and, as a result, communication methods are simple. Allocated tasks match on individual's capability so may be more repetitive and less varied.

Question 43

What is an disadvantage of a permanent/functional organisational structure

Answer 43

Silos. Departments can become isolated and develop their own priorities or goals leading to lack of collaboration and communication. Lack of Flexibility. Functional departments may become resistant to change or new ideas that do not align to their area of expertise. Slow Decision Making. Decisions may take longer to make as they need to be approved by multiple departments.

Question 44

What is a characteristic of a Temporary/Matrix structure

Answer 44

A temporary team bringing different skills to complete a series of specific tasks in a project environment. Employees have both a functional manager and a project manager. Best suited to organisations that have complex project requiring collaboration across the functional areas. Provides a mix of skilled resources to the project on a temporary basis.

Question 45

What is a Benefit of a Temporary/Matrix structure

Answer 45

Improved Communication. Each team has clearly defined roles and responsibilities. Effective Resource Allocation. Promotes communication and collaboration across functional departments leading to better decision making Flexibility. Allows for flexibility in responding to changing project needs and priorities

Question 46

What is a disadvantage of a Temporary/Matrix structure

Answer 46

Dual Reporting. Employees may have conflicting priorities as they report to both a functional manager and a project manager Role Confusion. Employees may become confused over their roles and responsibilities leading to conflict and reduced productivity. Complex Decision Making. Decisions may take longer as multiple stakeholders may need to be consulted

Question 47

What is a characteristic of a Project structure

Answer 47

A temporary team bringing different skills to complete a series of specific tasks in a project environment. Employees are organised around a specific project or initiative. Best suited to organisations that have complex project requiring collaboration across the functional areas. Provides a mix of skilled resources to the project on a temporary basis.

Question 48

What is a advantage of a Project structure

Answer 48

Clear Accountability. Each team has clearly defined roles and responsibilities. Effective Resource Allocation. Resources are allocated specifically to the project for a clearly defined task. Flexibility. Allows for flexibility in responding to changing project needs and priorities

Question 49

What is a disadvantage of a Project structure

Answer 49

Duplication of Resources. There can be duplication of resources across multiple projects leading to inefficient resource utilisation. Limited Integration. The project may become isolated from the permanent organisation. Limited Career Progression. Team members may have limited opportunities to progress or be overlooked whilst in the project.

Question 50

What is a key responsibility of the Project Manager

Answer 50

Manages the project day to day. Ensures successful delivery of outputs, identifying and managing risks, managing budgets and schedule. Communicates with and updates all project stakeholders. Organises, motivates and leads the team; ensures knowledge and skills are aligned to assigned roles. Develops the project management plan; monitors and controls the project progress.

Question 51

What is a key responsibility of the Project Sponsor

Answer 51

Communicates the vision and sets the high-level expectations, securing funding for the project. Owns and develops the business case during the definition phase, with the support of the project manager. Identifies the business change and coordinates the justification of this change within the business case. Provides ongoing support to the project manager and overarching governance. Makes decisions on behalf of the business at phase reviews/decision gates.

Question 52

What is a key responsibility of the Project Steering Board

Answer 52

Guides the project in line with the strategic aims of the business. Retains responsibility for the project's feasibility, business case and achievement of outcomes. Authorises the business case on behalf of the organisation, sanctioning a release of funds for the project to progress. Decides on any issues escalated from the project manager and supports higher-level decision making.

Question 53

What is a key responsibility of the Product Owner

Answer 53

Typically, this role is more common within iterative or hybrid life cycles. Defines scope of work; leads the focus on product development. Acts as the intermediary between stakeholders and project team members. Creates the vision and defines goals for the operability of the project's outputs. Accepts incremental delivery, signing off the function or scope as complete.

Question 54

What is a key responsibility of the Projet Team Members

Answer 54

Perform project tasks as instructed by the project manager. Deliver the project outputs. Report on progress of achievement against the project plan. Support the project manager in completing tasks within the project plan, such as identifying risks, communicating with stakeholders, and identifying and reporting changes.

Question 55

What is a key responsibility of the Users

Answer 55

Identify project requirements, ensuring objective separation of 'musts' and 'wants'. Participate as part of the project team, identifying project constraints and dependencies. As subject matter experts, answer any questions the project team might have about the scope of work or the benefits required. Define acceptance criteria.

Question 56

What are key differences between the Project Manager and the Project Sponsor with regards to Responsibilites

Answer 56

Project Sponsor : Responsible for the overall success of the project. Provides high level guidance Project Manager : Responsible for the day-to-day management of the project

Question 57

What are key differences between the Project Manager and the Project Sponsor with regards to Authority

Answer 57

Project Sponsor : Has the authority to approve major decisions and changes to the project Project Manager : Manages the project within limits of delegated authority whilst implementing the direction of the project sponsor

Question 58

What are key differences between the Project Manager and the Project Sponsor with regards to Focus

Answer 58

Project Sponsor : Focuses on the business objectives of the project. Project Manager : Focuses on the technical delivery of the project

Question 59

What are key differences between the Project Manager and the Project Sponsor with regards to Stakeholder Management

Answer 59

Project Sponsor : Sets the expectations of stakeholders Project Manager : Manages communication with stakeholders

Question 60

What are key differences between the Project Manager and the Project Sponsor with regards to Accountability

Answer 60

Project Sponsor : Ultimately accountable for the success of the project Project Manager : Accountable for the delivery of the project within constraints of time cost and quality

Question 61

What are key differences between the Project Manager and the Project Sponsor with regards to roles in the project team

Answer 61

Project Sponsor : Not typically a project team member Project Manager : Responsible for leading and managing the team

Question 62

Why are policies used in project governance

Answer 62

Policies provide guidelines around the business expectations of the project as well as outlining boundaries. They can be influential in how the project is conducted and how the project aligns with the organisational culture. They also ensure the continued governance of the project through control points, e.g. decision gates, audits and evaluation reviews.

Question 63

Why are Regulations used in project governance

Answer 63

Regulations ensure that the project conforms to specific standards and legal, regulatory, corporate, ethical and professional standards.

Question 64

Why are Processes, procedures and functions used in project governance

Answer 64

It is typical, but also best practice, for a set of processes, procedures and standardised functions to be in place for a project team or community before any work begins. These outline standardised working methods and provide a structured method for the delivery of the project, including principles for managing risk, budget control and the life cycle approach. They also ensure consistency of practice across the project.

Question 65

Why are delegated responsibilities used in project governance

Answer 65

Having clarity around roles increases efficiency during the project life cycle by ensuring that all project team members are aware of what is expected of them. Roles and responsibilities should be clearly defined to ensure transparency, and the use of a tool like a responsibility assignment matrix (RAM or RACI) gives stakeholders oversight of these expectations

Question 66

What impact does a Linear lifecycle have on project governance

Answer 66

This sequential life cycle has clearly defined outputs and is typically applied to low-risk projects with greater structure and with clear expectations for each project phase. Due to its nature, a linear life cycle provides maximum control and governance, as team members can follow a clear framework with defined requirements. Communication between team members is simple, as controls and information are passed on to subsequent phases as milestones are reached and accomplished.

Question 67

What impact does an iterative lifecycle have on project governance

Answer 67

This repetitive life cycle will repeat one or more project phases and is most beneficial when applied to projects with evolving objectives or solutions. It can also be used in agile development projects and allows for iterative learning. Greater flexibility is required in governance procedures as the project's scope may be vague or the required solution unclear. However, adaptations and changes can be made by the project manager and their team before the next iteration to incorporate previously observed benefits.

Question 68

What impact does a Hybrid lifecycle have on project governance

Answer 68

As the name would suggest, this life cycle combines aspects of both linear and iterative life cycles to enable a mixed approach. This flexibility allows the project team to choose the most appropriate approaches to best suit the project and set up the governance procedures accordingly.