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L4 Associate Project Manager > Unit 1 - Project Governance > Flashcards

Unit 1 - Project Governance Flashcards

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1
Q

What is the APM definition for ‘Context’?

What could this also be known as?

A

A term for the societal and/or organisational setting of a project, programme or portfolio.

Could also be known as Environment or Setting.

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2
Q

What is the APM definition for ‘Governance’?

A

The framework for authority and accountability that defines and controls the outputs, outcomes and benefits of a project, programme or portfolio.

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3
Q

What methods can you use to control how a project operates?

A
  • Policies
  • Functions
  • Procedures
  • Regulations
  • Processes
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4
Q

Why do you need to control a project?

A

Without monitoring and staying within the set out ‘guide’, it could cause the project to spiral out of control and have negative impacts and results.

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5
Q

What are External Regulations?

A

Regulations that set out specific actions that must be taken.

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6
Q

What are Internal Regulations?

A

Regulations that help employers set standards but are free to decide how to control the risks.

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7
Q

What project processes could regulatory environments influence?

A
  • Requirements capture
  • Quality
  • Planning and integrated planning
  • Risk analysis
  • Risk management
  • Issue management
  • Change management / control
  • Assurance arrangements
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8
Q

Name some Health & Safety regulations that workplaces today need to follow.

A
  • Noise Control
  • Air quality / pollution
  • Heating / cooling facilities
  • Access / security
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9
Q

Define ‘Regulations’.

A

‘Rules’ put in place that everyone must follow, such as Employment Law.

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10
Q

Define ‘Processes’.

A

A series of related tasks or methods that when put together turns inputs to outputs.

This essentially explains what needs doing.

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11
Q

Define ‘Policies’.

A

A set of principles to guide decisions and achieve rational outcomes.

These are not rules, but are guidance to comply with regulations and rules.

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12
Q

Define ‘Procedures’.

A

A prescribed way of undertaking a process or part of a process.

They explain how something should be done.

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13
Q

Define ‘Project’.

A

A unique, temporary effort undertaken to bring about a change and achieve planned objectives.

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14
Q

Name some characteristics of a project.

A
  • Helps to introduce a change
  • Temporary, finite
  • Specific objectives
  • Outside of normal routines, organisational boundaries and hierarchies
  • Processes and outcomes and unknown at the start
  • Business benefits
  • Temporary structure (temporary team)
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15
Q

What can projects be constrained by?

A
  • Time
  • Costs
  • Quality
  • Risks
  • Resources
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16
Q

Define ‘BAU’ (business as usual).

A

The ‘normal’ everyday operations that follow an established process in well known working environments.

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17
Q

Define ‘Programme’.

A

A strategic endeavour taken to achieve beneficial change by incorporating a group of related projects and some BAU activities.

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18
Q

Name some benefits of moving projects as part of a programme.

A
  • Closely manages deadlines
  • Shares resources
  • Efficient reporting
  • Integrated risk management
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19
Q

Define ‘portfolio’.

A

A collection of projects and/or programmes used as a tool to help deliver an organisational strategy in order to optimise benefits, efficiency, capability and resources.

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20
Q

What do we mean by strategy/strategic?

A

Relating to the long-term or overall aim and interests and of the business and the means of achieving them.

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21
Q

Name three organisational structures.

A
  • Functional Structure
  • Matrix Structure
  • Project-based Structure
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22
Q

What is a functional organisational structure?

A

Where the organisation is grouped based on their specific skills and knowledge. Vertically structures each department.

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23
Q

What are some advantages of a functional organisational structure?

A
  • Clear reporting lines
  • Increased flexibility
  • Breadth and depth of knowledge and experience
  • Less duplication
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24
Q

What are some disadvantages of a functional organisational structure?

A
  • Potentially poor response times
  • Poor integration; ‘silo mentality’
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25
Why is it called a 'functional' organisational structure?
Function (or functional) is another word for a team/department. Each function has its own hierarchy.
26
What is a matrix organisational structure?
Where there is dual or multiple managerial accountability and responsibility. There are usually to chains of command, one along functional lines and the other along project/product/client lines.
27
What are some advantages of a matrix organisational structure?
- Promotes collaboration by bringing together employees from different departments - More flexibility within the organisation
28
What are some disadvantages of a matrix organisational structure?
- There could be conflict between the managers as they may need the same employee at the same time - Individual(s) may feel isolated
29
Why is is called a matrix organisational structure?
A matrix is where something is developed, originated or takes place within something else - similar to how the two chains of command overlap.
30
What is a project-based organisational structure?
Provides the maximum authority to the project manager. Helps to provide integration of functional capabilities within projects.
31
What are advantages of a project-based organisational structure?
- Dedicated team / resources - Clear authority / line manager - Improved communication - Less conflict compared with having a matrix structure
32
What are the disadvantages of a project-based organisational structure?
- Project team may feel isolated from the organisation - Potential duplication - You may need specialist skills / knowledge which may need to be sourced outside of the dedicated team
33
Why is it called a project-based organisational structure?
The team is set up on a temporary basis for the duration of the project. Once completed, the team will disband. Members may be hired on a temporary contract, rather than in a permeant position.
34
What are the roles and responsibilities of the Project Manager during the Definition phase?
- Establish and train a project management team for expertise - Develop and integrated project management plan (PMP) for delivering project outputs - Identify, assess and plan for stakeholder management - Implement robust project controls - Prepare for stage gate decisions by gathering and presenting relevant information for the Project Sponsor
35
What are the roles and responsibilities of the Project Manager during the Deployment phase?
- Detailed planning and delegation of work to teams and individuals - oversight of risks, issues and change requests - Regular reporting on project progress to the sponsor - Team motivation and support through clear goals, effective planning, communication, timely advice, and prompt decisions.
36
What are the roles and responsibilities of the Project Manager during the transition phase?
- Facilitates the handover of the project outputs to the user community, ensuring business continuity, quality and sign-off - Conducts a post-project review with key team members and stakeholders to capture lessons learned - Disbands the project team and manages the disposal of project assets, including equipment and tools
37
What are the overall roles and responsibilities of the Project Sponsor?
- Securing funding - Owning the business case - Ensuring clear beneficial realisation - Supporting the project manager in decision-making and to handle escalations - Review and approve project at gate reviews - Chairs the steering group
38
What are the roles and responsibilities of the Project Sponsor during the Concept phase?
- Defines the business objectives and identifies the benefits - Ensures key stakeholders agree that the project is worthwhile - Create the business case and secure its approval
39
What are the roles and responsibilities of the Project Sponsor during the Definition phase?
- Appoint the project manager - Agree and approve the PMP - Secure final business case approval - Set tolerances, delegate authorities and agree reporting requirements
40
What are the roles and responsibilities of the Project Sponsor during the Deployment phase?
- Support the PM during the project life-cycle - Monitor project progress and make decisions where necessary - Monitor the projects external environment and business risks - Keep executive stakeholders informed and engaged
41
What are the roles and responsibilities of the Project Sponsor during the Transition phase?
- Sign-off project and confirm the closure - Ensure business continuity - Ensure plans are in place for benefit realisation activities
42
What is benefit realisation?
Where you monitor and track what benefits will/have occurred through to the completion of the project. Some of these benefit realisation activities can be delegated.
43
What is a Project Steering Group?
A PSG advises and directs organisational project, supporting the PM to align with strategic goals.
44
What does a Project Steering group do?
- Supports the PM in decision-making - Gathers input from key stakeholders - Help to make go/no-go decisions about project actions
45
How is a project steering group ran?
- Chaired by the Project Sponsor - Ensures the strategic direction and guidance of the project, with the sponsor having the overall authority
46
What do we mean by the User?
This is the group of people who are intended to work with the deliverables (end-product) to enable beneficial change to be realised
47
What does the user do?
- Has a key role in defining the requirements at the start of the project - Helps to agree acceptance criteria - Involved in product testing and final acceptance - They will use/support the product through its operational life - They are the ultimate judges of quality
48
Why does the User experience/expectations need to be managed?
The desirables may not be achievable immediately due to constraints on time, budget and/or resources.
49
What do we mean by Product Owner?
- Acts on behalf of the product's stakeholders - Responsible for maximising the value of the end product
50
What are some key characteristics for a Project Owner?
- Understands the product vision - Understands business objectives - Understands the consumers wants and needs - Can communicate effectively with stakeholders - Available to make decisions in a timely manner - They are the owner due to their expertise and experience.
51
What do we mean by Team Member?
They report and take direction from a team/project manager and are responsible for producing the project outputs and/or products.
52
What are key characteristics of a team member?
- Completes tasks related to the project - Reports to a manager - They could be a specialist within a subject - They can be internal or external to an organisation
53
What is a Project Management Office?
Provides support which can help free up the PM.
54
What support does a Project Management Office provide?
- Administrative support - Maintaining the risk registers - Maintaining the change log - Taking meeting minutes - They may source additional expertise/skills - Maintaining the filing system
55
When does the Project Management Office begin to support?
During the Deployment phase (Phase 3).
56
What is a Responsibility Assignment Matrix (RAM)?
A grid that has the key roles (stakeholders) across the top, and a list of tasks down the left hand side. This shows how the responsibility is shared out between the roles by assigning each a letter (R, A, C, & I).
57
What does the R coding stand for in a Responsibility Assignment Matrix? Explain what this means.
Responsible. This is who is responsible for carrying out the task. There should only be one responsible person/group.
58
What does the A stars for in Responsibility Assignment Matrix? Explain what this means.
Accountable. This is who is accountable for completing the task. Accountability cannot be delegated.
59
What does C stand for in the Responsibility Assignment Matrix? Explain what this means.
Consulted. This is who is sought for input and are usually experienced figures (specialists). They offer insight from their expertise or how tasks can affect future work.
60
What does I stand for in the Responsibility Assignment Matrix? Explain what this means.
Informed. Keeping relevant team members up-to-date about decision or actions without going into more detail then necessary.
61
Why is a Responsibility Assignment Matrix important?
- Shows a visual representation of responsibilities - Some roles may have two letters within the grid, showing they have more responsibility.

L4 Associate Project Manager (2 decks)

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