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PM2 - Project Organisation and Roles (Project Steering Committee (PSC)…
PM2 - Project Organisation and Roles
Project Stakeholders - people (or groups) who can affect or be affected by the activities carried out during a project’s lifecycle and/or by the project’s output(s) and outcome(s). Stakeholders can be directly involved in a project’s work, can be members of other internal organisations, or can even be external to the organisation (e.g. suppliers, users, general public, etc.).
Project Organisation and Roles
Business Governing Layer
Steering Layer - reports to the Appropriate Governance Body (AGB)
Directing Layer - comprises the roles of Project Owner (PO) and Solution Provider (SP)
Managing Layer - Members of the Managing Layer report to the Directing Layer. Comprises the roles of Business Manager (BM) and Project Manager (PM)
Performing Layer - Members of the Performing Layer report to the Managing Layer. he Performing Layer comprises the roles of the Business Implementation Group (BIG) and the Project Core Team (PCT)
Appropriate Governance Body (AGB)
Group role
Key decision body
Define the corporate and business domain strategy
Agree and implement a portfolio management framework to realise the strategic objectives
Plan the strategy implementation by identifying, evaluating and authorising programmes and projects for implementation
Monitor and control portfolio delivery performance, keeping each portfolio focused on its objectives
Optimise and manage portfolio resources and benefits
Project Steering Committee (PSC)
Group role
Key decision body
Composition
Project Owner (PO) - Chairs the Project Steering Committee (PSC)
Business Manager (BM) - responsible for the entire project and its deliverables
Solution Provider (SP)
Project Manager (PM)
Champions the project and raises awareness at senior level
Guides and promotes the successful execution of the project at a strategic level, keeping the project focused on its objectives
Ensures adherence to the organisation’s policies and rules (e.g. IT governance, data protection, information security, document management, etc.)
Provides high-level monitoring and control of the project
At the end of the Initiating Phase, authorises the project based on the project's Business Case and Project Charter, unless this is performed by the Appropriate Governance Body (AGB)
At the end of the Planning Phase, authorises the project to continue on to the Executing Phase, based on the Project Handbook and Project Work Plan
Authorises plan deviations and scope changes with high project impact, and decides on recommendations
Arbitrates conflicts and negotiates solutions to escalated issues
Drives and manages organisational change caused by the project
Approves and signs-off all key management milestone artefacts (i.e. Business Case, Project Charter, Project Work Plan, etc.)
Optional Project Steering Committee (PSC) members
User Representatives (UR)
Contractor’s Project Manager (CPM)
Architecture Office (AO)
Project Support Office (PSO)
Project Quality Assurance (PQA)
Document Management Officer (DMO)
Data Protection Coordinator (DPC)
Local Information Security Officer (LISO)
Project Owner (PO)
Individual role
Key role
Key project decision maker and is accountable for the project’s success
Acts as the project champion, promoting the project’s success
Chairs the Project Steering Committee (PSC)
Provides leadership and strategic direction to the Business Manager (BM) and Project Manager (PM)
Sets the business objectives and defines the Business Case for the project
Owns the project risks and ensures that project outcomes are in line with business objectives and priorities
Mobilises the resources necessary for the project, in accordance with the agreed budget
Regularly monitors project progress
Coordinates the resolution of issues and conflicts
Ensures that the project’s outcome meets business expectations
Drives organisational change and monitors proper evolution and change implementation
Approves and signs-off on all key management milestone artefacts (Project Handbook, Project Management Plans, Business Implementation Plan, etc.)
Solution Provider (SP)
Individual role
Key role
Assumes overall accountability for project deliverables
Represents the interests of those who design, deliver, procure, and implement the project’s deliverables
May help the Project Owner (PO) to define the project’s Business Case and objectives
Agrees on objectives for supplier activities and approves the contractor’s deliverables for the project (if applicable)
Assumes overall accountability for project deliverables and services requested by the Project Owner (PO)
Mobilises the required resources from the supplier side and appoints the Project Manager (PM)
Business Manager (BM)
Individual role
Key role
Represents the Project Owner (PO) in daily basis within the project and collaborates closely with the Project Manager (PM)
Assists the Project Owner (PO) in defining the project’s details and main business objectives
Sets up and guarantees an efficient cooperation and communication channel with the Project Manager (PM)
Coordinates the Business Implementation Group (BIG) and acts as a liaison between the User Representatives (UR) and the provider organisation
Is responsible for the Project Initiation Request, Business Case and Business Implementation Plan
Ensures that the products delivered by the project fulfil the user’s needs
Manages the activities on the business side of the project and ensures that the required business resources are made available
Decides on the best way to introduce business change or reengineering actions, when needed
Ensures that the business organisation is ready to accommodate the project’s deliverables when these are made available by the provider organisation
Leads the implementation of the business changes within the user DG
Coordinates the schedule and delivery of user training (and production of necessary user support material)
Project Manager (PM)
Individual role
Key role
Manages the project on a daily basis and is responsible for the qualitative product delivery within the imposed constraints
Proposes and executes the project plans as approved by the Project Steering Committee (PSC)
Manages and coordinates the Project Core Team’s (PCT) daily activities, making optimal use of the allocated resources
Ensures that project objectives are achieved within the quality, time, and cost objectives, taking preventive or corrective measures where necessary
Manages stakeholder expectations
Is responsible for creating all management artefacts (except the Project Initiation Request, Business Case and Business Implementation Plan) and proposes them for approval to the Project Owner (PO) or the Project Steering Committee (PSC)
Ensures the products’ controlled evolution, by implementing the Project Change Management Plan
Compares project the project status to the plan, and reports to the Project Steering Committee (PSC) on project progress
Performs risk management for project-related risks
Escalates unresolvable project issues to the Project Steering Committee (PSC)
Liaises between the Directing and Performing Layers of the project
Business Implementation Group (BIG)
Group role
Key role
Consists of representatives of business and user groups. It is responsible for implementing the business changes that need to be in place for the organisation to be able to effectively integrate the project deliverables into everyday work
Under the coordination of the Business Manager (BM), the Business Implementation Group (BIG) plans and implements the activities needed to achieve the desired business changes as described in the Business Case and the Business Implementation Plan
Analyses the impact of the project’s implementation on ongoing operations and existing business processes, and on the organisation’s people and culture
Participates in the design and updating of any affected business processes
Prepares the affected business area for the upcoming change
Advises the Business Manager (BM) on the organisation’s readiness to change
Embeds the project deliverables into business operations and implements the organisational change activities that fall under the project’s scope
User Representatives (URs)
Individual/Group
Key role
Represent the interests of the project’s end-users. They are part of the Business Implementation Group (BIG). Involving User Representatives (URs) throughout the project’s duration is important. It ensures that they know what’s happening within the project, have a sense of ownership and motivation, and validate requirements in regular intervals, which ensures that the deliverables are fit for business purpose
Helps define business needs and requirements
Ensures that the project specifications and deliverables meet the needs of all users
Approves the project specification and acceptance criteria on behalf of the users
Communicates and prioritises user opinions in the Project Steering Committee (PSC), and ensure that they are taken into account in decisions on whether to implement recommendations on proposed changes
Participates in demonstrations and pilot phases as needed
Performs user acceptance tests
Signs off on documents related to users (documentation, requirements, etc.)
Guarantees business stability during the transition towards the new operational state
Project Core Team (PCT)
Group role
Key role
Consists of the specialist roles responsible for creating the project deliverables. Its composition and structure depend on the project size and type (e.g. IT project, policy development project, etc.) and are defined by the Project Manager (PM)
Contributes to the development of the project scope and the planning of project activities
Carries out project activities based on the Project Work Plan and schedule
Produces project deliverables
Provides the Project Manager (PM) with information on the progress of activities
Participates in project meetings as needed and contributes to the resolution of issues
Participates in the Project-End Meeting to derive and document lessons learned that are useful for the organisation
Roles
Contractor’s Project Manager (CPM)
Individual role
Optional role
Represents the contractor’s team
Collaborates closely with the Project Manager (PM)
Plans, controls and reports on the production of outsourced deliverables
Ensures that all work is carried out on time and to the agreed standards and quality
Guarantees the successful completion and delivery of the subcontracted activities
Assistant Project Manager (APM)
Individual role
Optional role
For large projects, the Project Manager (PM) might find it useful to delegate part of the project management tasks to an assistant. This Assistant Project Manager (APM) works closely with the Project Manager (PM) and acts as their backup. Note, however, that the Project Manager (PM) remains responsible for the correct execution of all the delegated tasks.
Reports to and takes directions from the Project Manager (PM)
Assists in the development and execution of project plans (or parts of them)
Communicates plans, decisions, and instructions to the Project Core Team (PCT)
Assists in the coordination of the Project Core Team (PCT) and Project Support Team (PST)
Provides guidance to project participants
Assists with the organisation of project meetings, including drafting agendas and meeting minutes
Gathers the status information of work packages
Proactively identifies quality or scheduling issues and proposes preventive actions
Prepares or assists in the preparation of project status reports
Supports the risk and change management process, updates the Risk and Change Logs
Coordinates the acceptance of deliverables with internal and external users and stakeholders
Establishes routine project communication methods to keep project stakeholders informed
Project Support Team (PST)
Group role
Optional role
Consists of the people responsible for providing support to the project. Its composition and structure depend on the project size and are defined by the Project Manager (PM). The Project Support Team (PST) role may be assumed by team members or a specific team, or may be a horizontal service provided by the organisation
Provides administrative support to the project
Defines requirements for reporting and communication
Administers the Project Steering Committee (PSC) meetings and drafts related reports
Supports the Project Manager (PM) in planning, monitoring and controlling the project
Advises on project management tools and administrative services
Manages the project’s documentation (versioning, archiving, etc.)
Roles
Project Support Office (PSO)
Individual/Group
Optional role
Provides support to the Project Manager (PM) and the whole Project Team
Advises on project management tools, guidance and administrative services
Administers Project Steering Committee (PSC) meetings
Produces consolidated reports for the Project Steering Committee (PSC)
Manages internal communication
Establishes standards, tools, procedures and methods for use in the project
Administers Project Management aspects such as document change control, baseline of plans, etc.
Can play the role of custodian and guardian of all master copies of the project’s products
Project Quality Assurance (PQA)
Individual/Group
Optional role
Ensures the high-quality of the project and its deliverables, independently from the Project Manager (PM)
Ensures adherence to DG policies, directions and predefined project management processes
Establishes quality assurance standards
Supports the Project Manager (PM) in planning, monitoring and controlling project quality
Reviews project management processes and artefacts (e.g. the Project Charter and Project Management Plans) as part of quality assurance
Identifies non-conformities or opportunities for improvement and recommends actions to the Project Steering Committee (PSC) for decision
Reports to the Project Steering Committee (PSC) who is responsible for appointing them
RAM (RASCI) — Documenting Responsibility Assignments
RASCI (pronounced ‘rasky’) is also known as the Responsibility Assignment Matrix (RAM) and is a way of representing and clarifying the roles and responsibilities for an activity. RASCI stands for:
Responsible
Accountable
Supports
Consulted
Informed
This PM² guide includes a RAM (RASCI) table for each artefact in the Initiating, Planning and Closing Phases and each of the activities in the Executing Phase and in Monitor & Control.