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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2) Explain five roles of the project sponsor?
1- Manage issues outside the authority of the project manager. Some issues will fall outside the authority of the project manager, this of course needs to be addressed and this is where the sponsor comes in. A example of such an issue could be an MP taking an interest in what the project is proposing and objecting to an element of it. The sponsor would look to address the concerns of the MP on behalf of the organisation.
2- Represent the board’s interest within the project. The board will of course not be able to be involved with each and every project the organisation has, so the sponsor would be tasked with ensuring the project is still on track to deliver the benefits expected by the board /steering group.
3 – Owns the business case.Ensure the business case stays on track to allow the project to progress to the next stage. The business case is the responsibility of the sponsor to manage and own. The sponsor will be held accountable if the benefits within it are not realised.
4 – Handle / Manage senior stakeholder involved with projects. A project can sometime attract the interest of a number of senior stakeholders depending on the PESTLE factors it crosses. A politically charged project can attract the keen gaze of local residents, MPs, environmentalists al of whom will need to be managed with care to ensure the reputation of the organisation is not adversely affected. As a senior representative the sponsor is tasked with protecting the reputation of the organisation and effectively selling the scheme and its benefits, the experience and talents of their sponsor often reveals itself here
5- Chair Gate reviews – gate reviews are held at the end of distinct stages within a project e.g. concept, handover, close out. The sponsor will decide if the project is ready to move to the next stage in the life cycle. The option are to stop, defer, progress.
and this one as well…
James
James the answer for the role of the project sponsor is fine, I am surprised you left out the obvious one of approving the project management plan and acquiring the funding for the project.
James your programme management answer is good enough for me, you have clear examples and have demonstrated further understanding of the topics you describe.
Bethan I really like you project sponsor answer a good one with clear and well described points. In the programme management answer you may have confused a programme and a portfolio. You say one of the benefits of a programme is “Managing projects as portfolios also benefits in terms of scheduling”. I may be worth reviewing the difference between a programme and portfolio again. Overall the answer though was fine, even if you lose a few marks for this point the rest are quite solid.
Penny on the differences between a life cycle and a process you answer starts very well with two strong points. The latter three are correct. You should say something like
3) A lifecycle can have reviews after each stage whilst a process have on going reviews and evaluations. For example a lifecycle has a review after the concept phase to approve the business case, whereas risk management is continually reviewing the risk on the project (as part of the monthly or weekly) project control cycle. Because they are part of the control cycle process are on-going assessments of the project risks, issue, changes and configuration.
4) A lifecycle is typically managed by a project manager as the formal framework of stages the project progresses through whereas a process (such as planning) can be looked after by the Project Management Office (PMO).
The lifecycle will involve multiple resources to support the project manager to produce technical and management products whilst the PMO manage the project processes to provide the control, support and governance needed by the project manager and the wider organisation.
5) A lifecycle will focus on the technical requirements, options, solution, scope, design, implementation and handover through its distinct phases. A process will not focus on one specific phase and is an on-going management process which is to a large extent independent of the option selected. For example the Project Manager will typically manage the project lifecycle through all phases in a specific order looking making sure the design meets the requirements for a cost, quality, time and benefits whilst the PMO support the processes across the lifecycle that focus on different areas such as change, risk and H&S.
Easier points might have been
1) Processes are repeated whereas the life cycle is followed from the start to end.
2) Processes are generic across many types of projects whereas the lifecycle is normally specific to an industry.
3) The lifecycle has gate reviews at which the project can be halted whereas the processes are on-going
4) A project lifecycle phase can have many processes (initiating, planning, delivering and closing)
5) The lifecycle can duration will be different for many project in an organisation and is more long term whereas the processes are repeated with the same frequency for all project in an organisation, e.g. progress reporting every month.
I will admit sometimes I struggle with the fifth point, but is you get three solid points in each question you should be well on the way to a pass.