45 min.
A5.KCI-2. Define the functional roles, responsibilities and organization structure
Both a project and a programme are characterized by the temporary organization form. The time limitation makes the way of managing fundamentally different to that of the permanent organization. In the latter, the staff work according to their job description, in which it clearly states what management expects. This is less clear in a project or programme organization, as it is something new where people sometimes are working together with each other for the first time in this set-up. If that is a matrix form, they work on multiple projects simultaneously, sometimes in different roles. It is the responsibility of the project or programme manager to ensure that everyone knows what is expected of him or her.
A project is involved with the following management layers:
Portfolio Management.
Directing: a decision making body for the initiative.
Project/programme Management.
Delivery Management: internal and external suppliers.
The last three form the temporary organization. In the simplest form, these are respectively the sponsor, the project or programme manager and the team members that carry out the actual work. This three-way (or four-way) split is a condition for success. Each form of combining these layers brings with it certain risks. In principle, I would state that combining these is undesirable.
In the next table, the possible mixes are described:
CORPORATE MANAGEMENT
These are the managers from the permanent organization who are involved in the project/programme, and it is they who make resources available. When there are many projects in an organization, they delegate representatives, who are allowed to make the most important decisions.
DECISION MAKING BODY
The decision making body (project sponsor or project board) provides the hierarchic power required to direct the project. It is the place where problems are escalated to, which cannot be resolved within the project, and where decisions are made.
At all times, you must ensure that the interests of the organization, users and suppliers in this group are represented. We are then talking respectively of the executive, senior user and senior supplier roles.
PROJECT/PROGRAMME MANAGEMENT
The project or programme manager himself or herself, or in case of a more complex project the sub-project managers of the various teams working on the project.
EXECUTING TEAM AND SUPPLIERS
This consists of the various team members, possibly divided over the various sub-project teams. They are the experts with respect to content; the technicians, the workers, the people carrying out the work.
DETERMINE ROLES
For all functions, there is a (global) description of the tasks, authorities, responsibilities, competences and experience required within the scope of the project. This is necessary as they can deviate from the daily routine responsibilities.
This description serves as a basis for the actual acquisition of the necessary people and, therefore, forms a link between the project (what) and the existing organization (who).
PROCEDURES
A permanent organization has its own standard processes. On the other hand, you are concerned with what is necessary for the project or programme, and you have to reconcile any differing viewpoints with each other. This means you must at least keep yourself informed on the various requirements that exist with respect to the procedures, and to achieve this it is necessary to have some knowledge of the line of business and the type of project/programme.
Procedures that you may have to produce in customized form are, for example:
Decisions making.
Hire people.
Report on progress.
Escalate.
Hold meetings.
Release work.
Approve and plan changes.
Make purchases.
Documentation.
Application
You can convert the above into actions on the project/programme/portfolio for which you are currently responsible, by carrying out the following steps:
Explain how a project/programme/portfolio organization works.
Document the different roles.
Document the responsibilities.
