Governance arrangements

Governance arrangements

1. Organisational structures

   • MATRIX - project managers have authority of the project, functional managers have authority over staff welfare and efficiency  PROJECT ORGANISATIONAL STRUCTURE - PM has full authority and individuals are assigned to project full time  FUNCTIONAL ORGANISATION STRUCTURE: Functional managers, have complete control, head up single-discipline departments where all functional staff report to. Work is typically routine, small change to day-to-day work other than incremental improvement. Projects might be viewed as a distraction.
   • Permanent
     • Characteristics:
       • - Stable team environment working on business-as-usual or routine
       • - Functional/permanent structure, taking instructions from only line managers = simple communication
       • - Allocated tasks match an individuals capabilities = more repetitive and less varied
   • Temporary
     • Characteristics
       • Temporary team bringing different skills to complete specific tasks
       • Matrix structure: balances authority between functional line manager and project manager
       • Individuals may take instructions from PM and line manager = more complicated communication

2. Roles and Responsibilities

   • Project manager
     • Responsibilities:
       • - Manage the project
       • -Ensure successful delivery of outputs, identifying/managing risk, managing budgets and schedules
       • -communicates/updated project stakeholders -organises, motivates, leads team
       • -Develops project management plan: monitors/controls progress
   • Project sponsor
     • Responsibilities
       • Communicates vision and sets high-level expectations, securing funding for the project
       • -Owns/develops the business case during definition phase
       • -Identifies business change and coordinates the justification within business case
       • Provides ongoing support to the PM and overarching governance
       • Makes decisions at phase reviews/decision gates
   • Project steering board
     • Responsibilities
       • Guides the project in line with the business aims
       • Responsibility for the project's feasibility, business case and outcomes
       • Authorises the business case, sanctioning funds for the project to progress
       • Decides on issues escaladed from PM, supports higher level decision making
   • Product owner
     • Responsibilities
       • Iterative or hybrid lifecycles
       • Defines scope of work, lead focus on product development
       • Acts as intermediary between stakeholders and project team members
       • Creates vison and defines goals for the operability of project outputs
   • Project team members
     • Responsibilities
       • perform project tasks - assigned by PM
       • Deliver project outputs
       • Report on progress against the project plan
       • Support the PM in completing tasks (e.g, identifying risks & changes, communicating with stakeholders
   • Users
     • Responsibilities
       • Identify project requirements; separating objectives into 'musts' and 'wants'
       • Be part of project team, identify dependencies and constraints
       • Answer any queries the team may have about the scope or benefits
       • Define acceptance criteria

3. Required aspects of PM governance

   • 1. Policies. Provide guidelines around business expectations of project and outlines boundaries. Influential on how the project is conducted and how it aligns with organisational culture. Continuted governance of project through control points e.g decision gates, audits
   • 2. Regulations. Ensures project conforms to specific standards and legal, regulatory, corporate, ethical and professional standards
   • 3. Processes, procedures and functions. It's best practice for these to be in place before any work begins. Outlines standardised working method and provide structure for the delivery of the project including managing risk, budget and the life cycle
   • 4. Delegated responsibilities. Clarity around roles increases efficiency, ensuring all members know what is expected of them