Fichas
STEP 1: Roles & Responsibilities
Fichas del conjunto (16)
- 1R&Rs: One diff between PM & Sponsor in Phase: DEFINITION F1.1a: Planning (Sponsor) F1.1b: Planning (PM)F1.1a: Planning (Sponsor)
- Accountable, Success, Funding
- Monitor & Measure | - B/Case Doc Creation & Control
F1.1b: Planning (PM)
- Responsible, Day 2 Day | - Tailored PMP to B/Case | - Deliver to Targets (list) - 2R&Rs: One diff between PM & Sponsor in Phase: DEPLOYMENT F1.2a: Build (Sponsor) F1.2b: Build (PM)F1.2a: Build (Sponsor)
- Receives Escalation, Timely Decisions, Formal Direction | - Steer Co Meetings, Decision for PM |- Explain what is an Issue
F1.2b: Build (PM)
- IDs Issues, Deep Dive, Ad-Hoc Audit
- Potential in Early Stages, Assessment
- Pm Resolve or not to PM Resolve - 3R&Rs: One diff between PM & Sponsor in Phase: TRANSER F1.3a: Handover/Close (Sponsor) F1.3b: Handover/Close (PM)F1.3a: Handover/Close (Sponsor)
- Post-Closure, Realise Benefits, Demonstrate ROI | - Move from Change Proj to Implementation Proj
F1.3b: Handover/Close (PM)
- Relevant & Appropriate, Implementation, Certs | - SME/Ops Team Review | - Enable Realisation Monitoring & Mgmt - 4R&Rs: Two reasons for Using Org Breakdown Structure (OBS) when Creating a Responsibility Assignment Matrix F2.1: Authority Framework F2.2: Tasks & ActivitiesF2.1: Authority Framework
- Hierarchical Tool, Resourcing | - Lifecycle, Planning Lock-In | - Gaps, Resolution, Risks
F2.2: Tasks & Activities
- OBS & WBS = RAM/RACI | - Right Resources, Right time, R&Rs | - Sponsor Assurance - 5R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.1a: Issues (SPONSOR) F3.1b: Issues (PM)F3.1a: Issues (SPONSOR)
- Receives Recomm, Timely Decision or
- Escalates to Steer Co, Formal decision.
- Happening Now, Causing Impact
F3.1b: Issues (PM)
- Validates w/ SMEs, Ad-Hoc Audit
- PM Does/Does Not Resolve
- Issue & Risk Register, Change Control - 6R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.2a: Responsibilities (SPONSOR) F3.2b: Responsibility (PM)F3.2a: Responsibilities (SPONSOR)
- Strategic Direction, Monitoring
- Exec Mgmt, Approvals, Escalation
- Timely Decisions, External Factors
F3.2b: Responsibility (PM)
- Day 2 Day, Monitoring vs PMP & B/Case | - Change Control, Registers, Decisions
- Reporting, - 7R&Rs: Explain 1 Responsibility for USER 4.1a: Development 4.1b: Delivery4.1a: Development
- End User, Function Rep
- Requirements, Constraints, Dependencies
- Accepting, Adopting & Implementing
4.1b: Delivery
- Quality Arbiters, PMP, Team Member
- Feedback, Testing and Validating
- Practical Assistance, Adjust & Improve, - 8R&Rs: Explain 1 Responsibility for PRODUCT OWNER (Agile) 4.2: Delivery4.2: Delivery
- Liaison, 2 Way Comms, Alignment
- Project Operability Goals, Prioritising
- Stakeholder Management - 9R&Rs: Explain 1 Responsibility for PROJECT TEAM MEMBER 4.3a: Development 4.3b: Delivery4.3a: Development
- Help define Reqs Inc S'Holder
- Contribute to PMP (WBS, Timeline)
- Collab on Solutions/Risks/PMP
4.3b: Delivery
- Do The Work, TCQ, Active Participation
- Collab on Recommendations
- Stakeholder Comms w/ PM - 10R&Rs: Explain 1 Responsibility for PROJECT STEER CO 4.4a: Development 4.4b: Delivery4.4a: Development
- Feasibility, Strategic Align'ts, Exec Comms
- Resourcing, Facilitating Snr Differences
- Org-Wide Progression & Adoption
4.4b: Delivery
- Strategic Align'ts, Guidance & Direction
- Costs/Effort/Scope Control, Mitigations
- Decision Making, Monitoring, Feedback - 11R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.0 Definition - Functional/Perm: Fixed, Traditional - Matrix/Temp: Fluid, Project Specific, SMEs5.0 Definition
- Functional/Perm: Fixed, Traditional
- Matrix/Temp: Fluid, Project Specific, SMEs - 12R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.1a: Chain of Command (FUNCTIONAL) 5.1b: Chain of Command (MATRIX)5.1a: Chain of Command (FUNCTIONAL)
- Hierarchical, Single Line Mgr, W/in Function
- Siloed but Aligned w/ Bus goals
5.1b: Chain of Command (MATRIX)
- Complex Hierarchy, Two Managers
- PM Influence = Authority
- SME Juggles Priorities. - 13R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.2a: Complexity (FUNCTIONAL) 5.2b: Complexity (MATRIX)5.2a: Complexity (FUNCTIONAL)
- Siloed Efforts & Budget, Low Visibility
- Simple Structure, Simple Problems.
- Complexity: Balancing Proj vs BAU
5.2b: Complexity (MATRIX)
- Org-wide, CapEx, Cross-functional SMEs
- Complex, Strong Relationships Needed, High Comms & Collab
- High Visibility, Mature = Tried & Tested - 14SR&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.3a: Resource Allocation (FUNCTIONAL) 5.3b: Resource Allocation (MATRIX)5.3a: Resource Allocation (FUNCTIONAL)
- Simple, Quick Allocation, Line Mgr = PM
- Complex (stretch, skills gaps, BAU)
- Limited x-Func Collab & Sharing
5.3b: Resource Allocation (MATRIX)
- Org-wide SMEs, Appropriate Skills,
- Movable, Practised Consistency
- Risks: Overloading, Developing SMEs - 15R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.4a: Collab & Comms (FUNCTIONAL) 5.4b: Collab & Comms (MATRIX)5.4a: Collab & Comms (FUNCTIONAL)
- Siloed. | - Cannot ID Overlap/Org Wide Benefits | - Mature: Awareness via Directorate
5.4b: Collab & Comms (MATRIX)
- Natural Collab, Org-Wide Comms. Transparency | - Innovation, Risk Aware, Accountability | - Challenge: S'holder Mgmt (Conflicting Priorities) - 16R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.4a: Collab & Comms (FUNCTIONAL) 5.4b: Collab & Comms (MATRIX)5.4a: Collab & Comms (FUNCTIONAL)
- Siloed.
- Cannot ID Overlap/Org Wide Benefits
- Mature: Awareness via Directorate
5.4b: Collab & Comms (MATRIX)
- Natural Collab, Org-Wide Comms. Transparency
- Innovation, Risk Aware, Accountability,
- Challenge: S'holder Mgmt (Conflicting Priorities)
Información
- Descripción
- PMQ Project Management Fichas sobre STEP 1: Roles & Responsibilities, creado por Anna Farrow el 23/01/2024.
- Creado por
- Anna Farrow
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