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Roles & Responsibilities

Anna Farrow PMQ long flash cards Inglés 28 fichas

Fichas del conjunto (28)

  1. 1R&Rs: One diff between PM & Sponsor in Phase: DEFINITION F1.1a: Planning (Sponsor) - Accountable, Success, Funding - Monitor & Measure - B/Case Doc Creation & ControlAccountable for the success and benefits realisation. Creation (ideally in partnership with the PM) and mgmt of B/Case to S/Off & funding. Inc B/Case gateway reviews, monitoring success criteria vs performance & progress, measuring continued validation of the project vs B/strategy alignments, and relevant updating/issue/document control of the Business Case throughout the project lifecycle.
  2. 2R&Rs: One diff between PM & Sponsor in Phase: DEFINITION F1.1b: Planning (PM) - Responsible, Day 2 Day - Tailored PMP to B/Case - Deliver to Targets (list)Responsible for day 2 day activities of project delivery inc PMP, tailored to deliver B/Case, meeting stipulated targets stated within (ie: time, cost, quality, risk & issue mgmt, S/Holder Mgmt & Engagem't, project & product assurance, scheduled reviews and improvem'ts, realising benefits arising).
  3. 3R&Rs: One diff between PM & Sponsor in Phase: DEPLOYMENT F1.2a: Build (Sponsor) - Receives Escalation, Timely Decisions, Formal Direction - Steer Co Meetings, Decision for PM - Explain what is an IssueReceives escalated Issues from PM as arising, either thru' powers of authority to make timely decisions, enabling the project continue w/ formal direction, or conducting further meetings with Steer Co members/business to arrive at a decision for the PM.
    Explain what an issue is.
  4. 4R&Rs: One diff between PM & Sponsor in Phase: DEPLOYMENT F1.2b: Build (PM) - IDs Issues, Deep Dive, Ad-Hoc Audit - Potential in Early Stages, Assessment - Pm Resolve or not to PM ResolveIDs/rreceives (poss) issues from the SMEs, leads deep dive asap to validate and assess. Ad-hoc audit, gathering relevant SMEs to investigate, recommend w/in purview. Early stages, issues are potential, as needing further assessment to validate if PM can resolve or not.
  5. 5R&Rs: One diff between PM & Sponsor in Phase: TRANSER F1.3a: Handover/Close (Sponsor) - Post-Closure, Realise Benefits, Demonstrate ROI - Move from Change Proj to Implementation ProjRole continues beyond close due to their accountability for benefits and demonstrating Project’s ROI, mostly realised after closure. S needs to move from sponsoring change Project to sponsoring Implementation project (which may be a project in its own right).
  6. 6R&Rs: One diff between PM & Sponsor in Phase: TRANSER F1.3b: Handover/Close (PM) - Relevant & Appropriate, Implementation, Certs - SME/Ops Team Review - Enable Realisation Monitoring & MgmtEnsure all relevant & appropriate docs Inc Certs, req'dfor implementation is organised, reviewed w/ the team implementing changes enabling Operational activities and benefits realisation monitoring and mgmt can begin
  7. 7R&Rs: Two reasons for Using Org Breakdown Structure (OBS) when Creating a Responsibility Assignment Matrix F2.1: Authority Framework - Hierarchical Tool, Resourcing - Lifecycle, Planning Lock-In - Gaps, Resolution, RisksFramework of team’s authority levels, roles & how role sits w/in the org structure. Hierarchical tool: PM top & tiering below. IDs resources which are best suited, qualified, or level to be assigned to WBS tasks. End/End, drafted in planning stage locking in resources. Gaps revealed for flagging & resolution.
  8. 8R&Rs: Two reasons for Using Org Breakdown Structure (OBS) when Creating a Responsibility Assignment Matrix F2.1: Tasks & Activities - OBS & WBS = RAM/RACI - Right Resources, Right time, R&Rs - Sponsor AssuranceOBS & WBS assessed in tandem = RAM (RACI) developed. A RAM is a tool stating tasks & activities req'd during end/end vs assigned SMEs = IDs RACI for the task and its progress. Enables the right resources at the right time; Clear team R&Rs, provides Sponsor/S'Holder assurance of the right resources to deliver success. Explain RACI
  9. 9R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.1a: Issues (SPONSOR) - Receives Recomm, Timely Decision or - Escalates to Steer Co, Formal decision. - Happening Now, Causing ImpactThe Sponsor receives escalated Issues from the PPM as arising, uses authority to make timely decisions & formal direction. Or meets Steer Co/Org first. Issues are dealt with asap as they are a known, happening ‘now’ causing impact not a risk that might happen
  10. 10R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.1b: Issues (PM) - Validates w/ SMEs, Ad-Hoc Audit - PM Does/Does Not Resolve - Issue & Risk Register, Change ControlIDs, or receives potential issues from SMEs. Deep dive/Validate asap. Ad-hoc audit w/ all relevant SMEs w/ purview to investigate & recommend. More potential for issues in early stages as validation assessment needed to ID if an issue (outside the PM’s authority to resolve) or not & PM can resolve.
  11. 11R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.2a: Responsibilities (SPONSOR) - Strategic Direction, Monitoring - Exec Mgmt, Approvals, Escalation - Timely Decisions, External FactorsOverall strategic direction, monitoring thru' PMs reporting, reviews (primarily gate) where the proj assessed for continued viability (or termination), req'd decisions made & approval to proceed. Where factors beyond S's appetite for risk or approval remits, S escalates to board/exec to achieve timely direction.
    S supports PM thu' exec stakeholder mgmt, timely decision making, keeping PM informed of external factors that could impact the project both internally (ie: business strategy changes) and externally (ie: economic impact).
  12. 12R&Rs: Two Diffs Between PM & Sponsor in Deployment Phase F3.2b: Responsibility (PM) - Day 2 Day, Monitoring vs PMP & B/Case, - Change Control, Registers, Decisions - Reporting,Tactical, day to day mgmt of project & its team, ensuring success criteria met, deliverable benefits realised. Monitoring progress & outputs against baselined PMP and b/case, controlling change, issues/risks (making decisions within the PMs appetite for risk/approval remits), comms w/ S'holders & team. Reports to S at pre-agreed intervals (Ie; gate reviews) ensuring S is current w/ progress, factors requiring decisions (can be raised outside reporting) and approvals to proceed. PM can demonstrate the continued viability and value of stage gates - or flag closure may be a suitable alternative (ie: significant change such as economic impact on costs or a large scale business downsizing impacting resource viability)
  13. 13R&Rs: Explain 1 Responsibility for USER 4.1a: Development - End User, Function Rep - Requirements, Constraints, Dependencies - Accepting, Adopting & ImplementingTypically the end user product/output. They (ideally a team or function rep as s'holder) are accountable for specifying detailed requirements creation for the scope, inc constraints & dependencies. Responsible for accepting, adopting & implementing end products into operational functions following Handover ensuring realising benefits.
  14. 14R&Rs: Explain 1 Responsibility for USER 4.1b: Delivery - Quality Arbiters, PMP, Team Member - Feedback, Testing and Validating - Practical Assistance, Adjust & Improve,Users usually arbiters of quality. Early alignment on quality targets during PMP dev is crucial, facilitating ease of product acceptance on transition. Giving feedback inc in testing/validation ops. Provide practical assistance through a User rep or Snr User within the Steer Co helping team adjust & improve the end product. Actively being part of the team inc keeping PM informed of any changes that may influence project delivery.
  15. 15R&Rs: Explain 1 Responsibility for PRODUCT OWNER (Agile) 4.2: Delivery - Liaison, 2 Way Comms, Alignment - Project Operability Goals, Prioritising - Stakeholder ManagementPrimary liaison between end-users and project, two-way comms ensuring alignment w/ bus objectives/strategy.
    Define goals/vision for project operability thru' establishing priorities for scope/timeline/budget ref s'holder req's & incremental delivery.
    Ensuring stakeholder buy-in, timely decision making in line with strategy, translating decisions to clear instructions / team deliverables.
    Establishing, and providing continuous feedback to the project team on, priorities, constraints, iteration planning, dependencies and progress
    Manage the planned short bursts/sprints through managing the ‘Backlog’ of tasks and activities required, assessing their prioritisation according to strategy, dependencies and optimisation, to ensure effective and efficient use of sprints and those that will be delivering the associated task.
  16. 16R&Rs: Explain 1 Responsibility for PROJECT TEAM MEMBER 4.3a: Development - Help define Reqs Inc S'Holder - Contribute to PMP (WBS, Timeline) - Collab on Solutions/Risks/PMPHelp define SME specific req's inc inclusion to S'Holder Scoping process, ensuring SME accuracy & ownership.
    Contributing to Project definition and PMP creation (ie; Work Breakdown Structure and its mgmt across tasks, estimation, monitoring, problem solving) within their remit
    Collab where overlap or critical dependencies arise to arrive at a solid understanding of problems and initial viable solutions/risk awareness for PMP inclusion
  17. 17R&Rs: Explain 1 Responsibility for PROJECT TEAM MEMBER 4.3b: Delivery - Do The Work, TCQ, Active Participation - Collab on Recommendations - Stakeholder Comms w/ PMThey ‘do the work’ in a project, completing assigned tasks & activities to required timescale/costs/quality as laid out in the PMP’s Schedule / Budget / Scope applicable to their area of responsibility= successful completion.
    Timely reporting to the PM on progress, risks/issues, impacts and recommended solutions as they arise or are req'd.
    Collab w/ team to resolve/develop holistic recommendations to manage issues or risks that arise (time/cost/quality) owning risk mgmt w/in purview, escalating to PM where risks/issues/factors outside remit or appetite for risk.
    Comms w/ S/Holders w/in SME remits, in partnership w/ PM as PM requires.
    Active participation in project meetings and reviews, contributing to discussions, sharing knowledge, support to other SMEs/team, taking actions to enable effective decision making and continuous improvement efforts.
  18. 18R&Rs: Explain 1 Responsibility for PROJECT STEER CO 4.4a: Development - Feasibility, Strategic Align'ts, Exec Comms - Resourcing, Facilitating Snr Differences - Org-Wide Progression & AdoptionFeasibility, B/Case & outcomes, ensuring scope alignment to agreed Bus
    req's, S/Holder groups and o/a bus strategy, Exec level comms on progress.
    Ensuring necessary resources (ie: personnel, funding, equipment) to support success; inc facilitating alignment at Snr level to reconcile differences that may impact project progress and/or success.
    Take on responsibility for progressing org-wide issues and adoption/benefits realisation associated with the project.
  19. 19R&Rs: Explain 1 Responsibility for PROJECT STEER CO 4.4b: Delivery - Strategic Align'ts, Guidance & Direction - Costs/Effort/Scope Control, Mitigations - Decision Making, Monitoring, FeedbackStrategic direction end/end. Ensure continued Bus Strategy alignment, Guidance on scope, priorities & o/a direction.
    Ensure efforts & costs appropriate to s'holder/bus expectations, keeping the scope under control as emerging factors may require controlled deviation to be considered.
    Ensure threat mitigations have been appropriately assessed, costed and approved, and ensuring continued awareness/monitoring of risks across the project.
    Decision making where the project’s established criteria will be impacted/changed, ie: project scope, budget, timeline, and addressing high level risks & issues.
    Monitoring project performance through reviewing regular project status reports, monitoring performance against established objectives, providing feedback and recommendations for improvements as required.
  20. 20R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.0 Definition - Functional/Perm: Fixed, Traditional - Matrix/Temp: Fluid, Project Specific, SMEsFUNCTIONAL (PERMANENT)
    Traditional, w/ depts consisting of teams with specific or grouped specific tasks/deliverables (ie: finance).
    MATRIX (TEMPORARY)
    A fluid w/ members from specific depts (ie: CRE, IT) forming new, temp structure to deliver a specific purpose for the business (ie: a project and its goals)
  21. 21R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.1a: Chain of Command (FUNCTIONAL) - Hierarchical, Single Line Mgr, W/in Function - Siloed but Aligned w/ Bus goalsHierarchical line mgmt, single line mgr within functional area where the teams and the project - and is effectively the PM. Each dept operates independently with its own set of goals and objectives, aligned with the business goals / objectives.
  22. 22R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.1b: Chain of Command (MATRIX) - Complex Hierarchy, Two Managers - PM Influence = Authority - SME Juggles Priorities.Complex hierarchy, SME has two mgrs (Functional & PM) managing diff aspects. PM needs more relationship building & influence lead a Matrix org as authority lies in a good partnership with the line mgr. PMs authority also flexes depending on the type of org the matrix is built in and the level of L/Mgr support ie: low = weak vs high = strong PM
    SME balances demands and priorities of both their functional and project roles.
  23. 23R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.2a: Complexity (FUNCTIONAL) - Siloed Efforts & Budget, Low Visibility - Simple Structure, Simple Problems. - Complexity: Balancing Proj vs BAUTypically benefits realised in own dept. creating the functional structure. Low cost & OpEx funded. Visibility within Dept. Simple structure for simple projects with easy to solve functional problems, complexity can be added through the need for team members to balance projects and BAU as BAU will have a higher profile w/ KPIs to meet.
  24. 24R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.2b: Complexity (MATRIX) - Org-wide, CapEx, Cross-functional SMEs - Complex, Strong Relationships Needed, High Comms & Collab - High Visibility, Mature = Tried & TestedOrg-wide impact, specific CapEx request and cross-functional SMEs to be assigned for the duration. Complex due to greater collab, comms, use of relationship building & influence. High Visibility as Org-Wide w/ appropriate expectation mgmt req'd. In mature orgs Matrixes are more efficient due teams consisting of the same SMEs & processes w/ greater efficiencies and team strength.
  25. 25R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.3a: Resource Allocation (FUNCTIONAL) - Simple, Quick Allocation, Line Mgr = PM - Complex (stretch, skills gaps, BAU) - Limited x-Func Collab & SharingPulled from w/in existing dept. Each dept responsible for Mging its own resources. Line manager is de facto PM so simple / quick process, depending on selection criteria (ie: stretch assignments etc). Cross funct org collab infrequent, sharing resources typically limited; Problems can arise where team members also have a BAU workload to deliver, lack skills required or if a team member leaves placing further strain on project resourcing.
  26. 26R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.3b: Resource Allocation (MATRIX) - Org-wide SMEs, Appropriate Skills, - Movable, Practised Consistency - Risks: Overloading, Developing SMEsOrg-wide SMEs based on skills & experience, ensuring most appropriate resources, assigned to reflect the project req's. Resources can be moved to another project as req'd ensuring consistency, a practised approach to changes, and flexibility as the business, team or individual requires. Risk of overloading good SMEs, limiting their ability to flourish and deliver a successful project workstream, or being assigned a developing SME that requires a lot of additional support.
  27. 27R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.4a: Collab & Comms (FUNCTIONAL) - Siloed. - Cannot ID Overlap/Org Wide Benefits - Mature: Awareness via DirectorateSiloed. Limited cross-departmental collaboration as is the ability to identify duplicate projects / dependencies / if benefits from being a wider project with a defined CapEx and Matrix structure. In mature companies awareness may be thru' routine comms to the overarching directorate and/or with peers.
  28. 28R&Rs: Two Differences between Permanent & Temporary Organisation Structure 5.4b: Collab & Comms (MATRIX) - Natural Collab, Org-Wide Comms. Transparency - Innovation, Risk Aware, Accountability, - Challenge: S'holder Mgmt (Conflicting Priorities)Naturally collab, increases as teams strengthen, comms across all departs. Greater collab encourages innovation, problem solving, risk awareness and decision making; empowered to own solutions w/in SME group. Greater comms = greater transparency, cooperation, holding to account (within the project team and the business), awareness of the Project’s value, enabling resource planning strategies for handover and benefits realisation. A challenge is stakeholder assessment and management and judging what needs to be communicated when in response to possible conflicting priorities w/in Org.

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PMQ long flash cards Fichas sobre Roles & Responsibilities, creado por Anna Farrow el 24/01/2024.
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Anna Farrow
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  • Creado por Anna Farrow · 23 ene 2024
  • Copiado por Anna Farrow · 24 ene 2024
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