Try any of these typical questions
1) List and describe five differences between a project managment process and a lifecycle?
2) Explain five roles of the project sponsor?
3) Desctibe five benefits of managing projects as a programme and not separate projects?
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Hi Paul
Have answered these without reference to the book so could be completely wrong! Honest feedback and scores would be appreciated 🙂
List and describe five differences between a project managment process and a lifecycle
1) A lifecycle consists of distinct phases that can have specific documentation attached to them whilst a process and its documentation can happen across multiple lifecycle phases for example the lifecycle phase of concept has a business case created and signed off in definition. A process however such as risk management can happen across all of the lifecycle phases
2) A life cycle has staged gateways after each phase but a process does not have gateways but could form part of a gateway.
For example there are gateway after each of the lifecycle phases – concept, definition, implementation and handover/crossover to give confidence to stakeholders that they can move onto the next phase. Something like a Health and Safety process whilst not a gateway can be used as part of a gateway review to give a fuller picture of all areas of the project adding giving the stakeholders confidence that processes have not been overlooked
3) A lifecycle can have reviews after each stage whilst a process can be a review itself which can happen at any time during the lifecycle
4) A lifecycle is typcially managed by a project manager as the formal framework for projects and programmes whereas a process is typcially looked after by the Project Management Office (PMO).
The lifecycle will involve multiple resources to support the project manager whilst the PMO and their processes provide the support and governance to the Project Manager and the lifecycle.
5) A lifecycle will focus on ideas, scope, design, implementation and handover through its distinct phases. A process will not focus on one specific phase.
For example the Project Manager will typically manage the project lifecycle through all phases in a specific order looking a cost, quality, time and benefits whilst the PMO will look at processes across the lifecycle that focus on different areas such as change, risk and H&S.
Explain five roles of the project sponsor?
1) Owner of the Business Case. The sponsor will create this during the concept phase of the project and it will include costs, benefits and resources which can be used to measure against at different stages of the project
2) Project Concept – The sponsor comes up with the initial idea for the project and will then need to provide a robust business case to enable the project to move forwards, to obtain buy in from key stakeholders and for the project team to evolve.
3) Stakeholder Management especially with more senior managers and external stakeholders. This is a key role for the Sponsor. Whilst a project manager will also use stakeholder management to the sponsor, users etc, the sponsor will manager more senior stakeholder within the business gain buy in from the business as well as any relevant external stakeholders
4) Accountability – Sponsors have final accountability for the project if something goes wrong. If the scope changes, then it has to be agreed with the sponsor because of their level of accountability
5) End to end and beyond the project lifecycle. Sponsors are not only involved end to end of the project lifecycle but also after completion of the project as they take onwership of the deliverable and the products. Also at the end they will also be measured on their benefits as per their business case.
Describe five benefits of managing projects as a programme and not separate projects?
1) There is more flexibility when managing a programme.
Projects typcially have defined scope known from the start. Programmes have the flexibility to evolve which means that project teams can be moved in or out of the programme as long as they are able to help achieve the business objectives.
2) Programmes are less constrained by specific objectives
Projects typcially have a one objective known from the start which can constrain them. Projects within a programmes are working towards the same business objectives. For example in a bank, there may be one project looking at how people complete their timesheets but in the saving department there is more likely to be a programme of works all looking at improving the saving products for that company. As the programme matures the objectives can evolve i.e. if interest rates changed, savings products may have to change. This could be achieved within a programme.
3) Tactical versus Strategic. A project is tactical and tackles smaller changes within smaller busines units. Programmes however can look at more strategic changes and large scale changes within the organisation.
4) Programmes are more visionary – projects are often siloed and inward looking. Programmes are visonary. They are able to see the bigger picture within a specific department or the company as a whole which enables less constraints and it is easier to manager resources and timescales to avoid pinch points.
5) Projects have one fixed and focused team concentrating on specified tasks. Programmes have interdependency between the many project teams. As they are working towards the same strategic goals, there is potential for efficiencies of resources, costs and benefits across the programme although this does require excellent communication and influencing skills as there can be very complex relationships amongst the project teams.
Explain 5 roles of a project sponsor
The sponsor is the owner of the Business Case. The business case is built on cost of a project and the benefits the project can deliver. It is the sponsors responsibility to ensure the project sticks to the business case to ensure the benefits are achieved, the risks managed and the costs kept within budget. This is important because the sponsor is ultimately accountable for the project.
The sponsor’s role also includes that of Benefits Realisation. This role continues after the project has been handed back into operational use. It is the sponsors role to check that the benefits outlined in the business case have been achieved by the project by monitoring the projects output in operation and analysing the benefits actually achieved. This is an important step to ensure the project was a success and has achieved the business case and its strategic objectives.
The sponsors role also includes stakeholder management. The sponsor is influential and can be used to manage key stakeholders who may not fully support the project or understand the benefits. The sponsor can also assist the project team in the management of external stakeholders such as local authorities. This is important as these stakeholders have the influence and power to delay the project if not fully engaged. The sponsor can engage early and prepare stakeholders for the project.
The sponsor’s role also includes interacting with the users. This part of the sponsors role is to ensure the end product is acceptable to the user and that any user lead change is analysed and implemented only with the sponsors approval. This ensures a robust change control process and cost management. This is important to ensure the end product is acceptable but also to maintain an audit trail and control of costs.
The sponsors role also includes sitting on the steering group. The group authorises the business case and as the sponsor is the owner, it is the sponsors responsibility to update the group on progress of the project against the business case and make the group aware of any key issues. The group can also advise the sponsor on these key issues and assist in making the project a success. This is an important role for the sponsor to maintain corporate governance and accountability to senior managers in the business.
Describe 5 benefits of managing projects as a programme and not separate projects.
Programme management allows key resources to be shared across a number of separate projects. These key resources can be moved across the programme when required to prevent resource bottlenecks occurring and prevent delay to projects. A programme can also manage specialist resources such as a project planner between projects to reduce cost and improve quality.
Managing projects as portfolios also benefits in terms of scheduling. Projects can be planned at a strategic level which will ensure two projects don’t happen in the same place at the same time, minimising change to projects and making sure business as usual is not impacted in negative ways.
Programme management also allows projects to be picked and planned in line with strategic objectives. This ensures the projects chosen to go forward are those closely aligned with strategic objectives and will bring the most benefit to the business.
Programme management also benefits project in terms of benefit realisation. A programme can be focused on strategic benefits while projects are more focused on delivery. A programme manager can then guide a project back to realising benefits should a project stray from its objectives. This is important to make sure the project is a success.
Programme management also has benefits in managing risk. A strategic overview of risk can be taken. This is applicable to picking projects to go forward with in terms of a risk versus benefit analysis and in sharing risk knowledge across similar projects. A programme can also standardise an approach to risk ensuring one project does not exceed risk boundaries.
Hi Paul:
3) Describe five benefits of managing projects as a programme and not separate projects?
1. Managing projects within a programme can help to deliver a much more complex strategic objective and wide ranging benefits to the organisation as opposed to benefits / individual objectives that could be gained by individual projects – A good example of this would be the upgrading of a city centre’s shopping centre without also upgrading the number of parking spaces and roads / transport into the centre. As a programme the strategic aim would be enhance the overall shopping experience / value of commercial retail space by providing better access, parking and quality of shopping.
2. Cost control – Managing across the programme can allow the programme manager to control expenditure as projects can be assisted, more tightly controlled. This can allow more flexible movement of finance as money being saved on one project can bee used to assist another that requires it.
3. Reporting / Measuring progress – Managing projects within a programme means that a common approach to reporting can be adopted to allow senior management to be kept up to date with where the project is. This would involve reporting perhaps at the same point for each project every month , week etc..
4. Sharing of resources – A programme can utilise resources across all its projects in a planned manner that can lower the overall cost to the organisation (of a particular resource human / machinery) or allow the staggered delivery of projects without incurring additional costs. An example of this could be using one risk specialist across a number of projects within the programme at different times.
5. Programmes are visionary in comparison to the insular nature of projects and their objectives. Programmes seek out benefits that often involve considerable change from what has been previously. This means considerable effort and expenditure is needed whereas projects often look to bring about incremental change within an organisation.
have tackled this without the book so am keen to hear your thoughts on where I could score better answering this question.
regards,
James