Roles Flashcards
(28 cards)
Project assurance
Project board members are responsible for the assurance of their respective areas of concern (business, user, and supplier). The project board is responsible for establishing how project assurance will be undertaken, ensuring clarity in the roles and responsibilities, and determining how those appointed to assurance roles will interact with each other. Depending on who has the knowledge, skills, and capacity to support the project team, the assurance tasks can be undertaken by the board members themselves, who are either appointed from the wider business or selected from an external party.
Project assurance
? advise the project board and project manager on assessing and resolving issues, risks, and exceptions reports and checking for impacts against the business case.
? advise the project manager on selection of project team members.
? advise the project manager on the management approaches.
? assist the project board and project manager by reviewing product descriptions.
? assure project board members that data is being managed appropriately by reviewing data management practices to ensure they are performed in line with the project�s digital and data management approach.
Project assurance
? assure project board members that issues are being managed appropriately by reviewing issue and change control practices to ensure they are performed in line with the project�s issue management approach.
? assure project board members that risk is being managed appropriately by reviewing risk management practices to ensure they are performed in line with the project�s risk management approach.
? assure the feasibility of stage and project plans against agreed targets and their tolerances.
? assure the impact assessment of potential changes on the business case and project plan.
? check and monitor the business case against external events and project progress.
Project assurance
? check changes to the project plan to identify any impact on the needs of the business or the business case.
? check project finance on behalf of the business.
? check that the project fits with the overall business objectives.
? check the business case against project progress and any external events.
? confirm stage and project progress against agreed tolerances.
? confirm that the management approaches are compliant with business policies and assure the project board on the implementation of the management approaches.
Project executive
The project executive is appointed by the business as the single point of accountability for the project and is ultimately accountable for the success of the project. This accountability cannot be delegated. The project executive secures funding for the project and is responsible for the business case and the continued business justification of the project. They are responsible for effectively governing the project in a way that is aligned with the business strategy, including ensuring long-term thinking on topics such as environmental, social, and economic impacts.
Project executive
? be accountable for benefits for the duration of the project (unless being managed by the business).
? be accountable for the business case for the duration of the project. Oversee the development of a viable business case, ensuring the project is aligned with business objectives.
? be accountable to the business on sustainability reporting for the project. Ensure that sustainability risks are identified, assessed, and controlled.
? be accountable for sharing lessons learned from the project with the business.
? review and confirm the project approach and the choice of delivery model, and ensure they are compatible with the business� ESG objectives.
? approve the project brief, management approaches, the project management team structure, the project product description, the project initiation documentation, the project plan, stage plans, and any exception plans (when stage level tolerances are forecast to be exceeded).
Project executive
? ensure that the benefits specified by the senior user represent value for money are aligned with business objectives and can be realized.
? ensure that the delivery method and costs proposed by the senior supplier represent value for money.
? confirm the organizational design for the project. Appoint the project manager (if not done by the business) and confirm appointments to the project management team. Commit people and business resources to the project.
? determine if a project level change budget is needed and specify the amount for the budget. Determine whether a delegated authority for approving changes is needed. Set tolerances and change budget for each stage.
? ensure that risks associated with the business case are identified, assessed, and controlled. Make decisions on escalated risks, with a particular focus on continued business justification. Escalate risks to the business, as necessary. Implement risk responses (as the risk action owner) for assigned risks.
? determine risk budget.
Project executive
? secure the funding for the project.
? ensure that progress towards the outcome remains consistent from the business perspective.
? respond to requests for advice from the project manager, and make decisions on escalated issues, with a particular focus on continued business justification.
? make decisions on exception reports when stage level tolerances are forecast to be exceeded. Escalate exceptions to the business, as necessary.
? ensure that the project remains desirable, viable, and achievable.
? confirm project closure and acceptance of the project product. Notify the business.
Project manager
The project manager has the authority to run the project on behalf of the project board within the agreed project tolerances and constraints. They are responsible for day-to-day management of a project.
Project manager
? consult with stakeholders to prepare and maintain the product descriptions and management approaches.
? consult with stakeholders through the lifespan of the project to check whether any goals have changed.
? design the plans. Decide how stages and delivery steps are to be applied.
? design, review, and update the project management team structure and work breakdown structure. Prepare role descriptions.
? prepare the business case and the management approaches. Assess and update them at the end of each stage.
? prepare the project plan, stage plans, and work package descriptions, and update, as necessary.
? authorize work packages and set work package tolerances.
Project manager
? ensure that project risks are being identified, assessed, and controlled throughout the project.
? ensure that team managers implement the management approaches agreed in their team plans.
? establish and maintain a healthy project ecosystem and ensure the wellbeing of the project management team.
? establish and maintain the project log, assisted by project support where possible.
? implement corrective actions and risk responses (as the risk action owner) for assigned risks.
? instruct corrective action when work package level tolerances are forecast to be exceeded.
Project manager
? manage the procedures required of the management approaches, assisted by project support where possible.
? monitor progress against stage plans. Review the impact of issues and risks on the continued viability of the business case.
? produce exception reports for the project board when stage level or project level tolerances are forecast to be exceeded.
? prepare an exception plan to implement decisions in response to exception reports.
? produce lessons reports, highlight reports, exception reports, end stage reports, and the end project report. Remain responsible for sustainability reporting from the project perspective.
? assess and report on project performance at project closure.
Project support
Project support is responsible for providing services such as administrative support, advice and guidance on the project tools, planning support, risk management, and change management.
Although the role is the responsibility of the project manager, it can be delegated to suppliers, individuals, or groups within the business or to other team members. This is dependent on the scale and complexity of the project and the skills, knowledge, and capacity of the project manager. Some organizations establish a project office that can fulfil this role to support the delivery of projects (see Portfolio, Programme and Project Offices P3O). Project support can help with integration across the project ecosystem, including gaining feedback to aid improvements to the ways of working, evolving the project direction, and building social cohesion.
Project support
? administer specialist tools to support the digital and data management approach (such as planning, control, and reporting tools).
? administer the change control and issue procedures. Advise the project manager of any proposed or actual changes to products that affect the business case.
? assist team managers and members with the application of the project�s procedures.
? assist the project manager in maintaining the project log.
? assist with the compilation of project plans, stage plans, work package descriptions, and team plans.
Project support
? assist with the compilation, dissemination, and storage of reports (checkpoint report, exception reports, lessons report, end stage report, and end project report).
? assist the project manager in preparing issue reports.
? provide a baseline for project plans, stage plans, team plans, and work package descriptions and determine ways to store and distribute them.
? provide a baseline for the business case, the project brief, management approaches, and the project initiation documentation and determine ways to store and distribute them.
Project support
? contribute specialist expertise (for example, planning tools).
? implement risk responses (as the risk action owner) for assigned risks.
? maintain the project baseline.
? provide administrative support for quality controls, risk controls, change management activities, commercial management activities, and communication management activities.
? provide assistance with onboarding and offboarding.
? provide assistance with stakeholder analysis.
Senior supplier
The senior supplier represents the supplier community that is involved in all aspects of delivering the project products. The senior supplier is accountable for the quality of the products delivered by the suppliers and for the technical integrity of the project.
Senior supplier
? advise on the people aspects of the supplier teams, for example, specific health, safety, and wellbeing requirements.
? agree product descriptions for key specialist products.
? agree the management approaches (where appropriate).
? agree the quality techniques and tools adopted in product development as defined in product descriptions and work package descriptions. Provide people and resources to perform supplier quality activities.
Senior supplier
? approve the project product description (if appropriate).
? assist the project manager in preparing project, stage plans, and work package descriptions.
? be accountable for the supplier business case (if applicable).
? commit people and supplier resources.
Senior supplier
? confirm that the products required can be delivered within the expected costs and are viable.
? ensure appropriate level of involvement of people from the supplier community.
? ensure that risks relating to the supplier aspects are identified, assessed, and controlled (for example, the delivery of products).
? ensure that progress towards the outcome remains consistent from the supplier perspective.
? ensure that project plans and stage plans remain consistent from the supplier perspective.
Senior user
The senior user represents the user community and is accountable for the approach taken to capture user requirements and the specification of benefits aligned to the business case. The senior user is responsible for:
? ensuring the approach gains user buy-in to the project
? monitoring the products against the requirements in line with the business case
? demonstrating to the business that the forecasted benefits in the business case are on track to being realized
? controlling change according to requirements and benefits, whether arising from the users, the business, or the project itself
? ensuring the successful handover and adoption of products into the business and facilitating continued realization of benefits after the project has closed.
The senior user must ensure sufficient ongoing commitment from people in the user community to support these activities, in particular where there is a long-term commitment beyond the lifespan of the project, such as the realization of benefits.
Senior user
? agree the management approaches (where appropriate).
? approve the project product description and product descriptions for specialist products. Provide the user�s quality expectations and acceptance criteria. Allocate people and resources to perform user quality activities and product acceptance.
? assist the project manager in preparing project and stage plans.
? be accountable for specifying the desired outcome and benefits upon which the business case is approved. Define sustainability reporting requirements from the user perspective.
? commit people and user resources.
Senior user
? contribute to stakeholder analysis. Advise on the people aspects of the user community, for example, who the key influencers are. Ensure appropriate level of involvement of people from the user community.
? ensure that progress towards the outcome remains consistent from the user perspective.
? ensure that project plans and stage plans remain consistent with the user perspective.
? ensure that risks to the users are identified, assessed, and controlled (for example, the impact on benefits, operational use, and maintenance). Make decisions on escalated risks, with a particular focus on safeguarding the expected benefits. Implement risk responses (as the risk action owner) for assigned risks.
Senior user
? respond to requests for advice from the project manager, and make decisions on escalated issues, with a particular focus on safeguarding the expected benefits.
? Provide statements of actual benefit achievements versus forecast benefits at benefits reviews.
? be accountable for realizing benefits and ensure that the project produces products that deliver the desired outcomes and that those outcomes will generate the desired benefits. Confirm that the expected benefits (derived from the project�s outcomes) are realized or are able to be realized.
? accept the project product and be accountable for the performance of the project product.
