These are some typical questions based on the first two chapters in the book. Remember to get the full marks for each questions you need to write five paragraphs for each question. Each paragraph should explain the point you are trying to make and then explain why it is important to project managers. So for example the barriers to effective communication might be five paragraphs like
1) Time zones are one of the key barriers to communication in multi-national projects. This makes communication difficult as the working period of different team members may not overlap and the remote working can make it difficult for the project to build trust between team members. Project managers can overcome this by organising face to face startup meeting of key project team members or by using on-line conferencing facilities to build relationships.
Five more like that and you should get full marks.
So the questions for this week are, please complete any two from the questions below.
1) List and describe five functions that a project office can perform?
2) Describe five typical responsibilities of a project sponsor?
3) Describe five situations in which portfolio management would be appropriate?
4) List and describe five activities that take place during handover and closeout?
5) Describe five different types of project reviews?
6) Describe five advantages of adopting a structured method?
7) Explain the benefits of project governance?
Q. 1 List and describe five functions that a project office can perform?
The project office performs five functions – assurance of the project manager and teams; administrative support and guidance; collection, analysis and reporting of project information; location of expert resources in project management fields; and continuous improvement.
The project office functions by providing the role of assurance to the project manager and teams through controlling procedures written in the project management plan and ensuring they are being adhered to. By operating in this manner the project office can undertake roles such as the review to make sure that benefits are still on target to be realised. When building a highway for example, there will be a project team based in the office that will have monthly meetings to ensure the key performance indicators are being met.
The project office functions by providing administrative support and guidance by being responsible for configuration management activities, for example making sure that all products within a project work correctly with the products they interact with. It also provides expert services in fields such as planning, risk and estimating. Furthermore it offers some degree of support to the project manager during absences of the project team. Finally the project office provides support by organising the meetings cycles, issuing agendas and minutes, and chasing outstanding actions.
The project office provides the function of collecting, analysing and reporting project information through collating and tabulating timesheets and other accounting information from the team, and providing such reports that the project manager and sponsor may require – for example a site progress and financial report. Additionally the project office may maintain the schedule to which reports are produced, for example when a certain stage in the project lifecycle has been met. Furthermore the project office analyses information by sitting in on specialist workshops to help gather information on risks and other detailed information.
The project office functions as the location of expert resources in the project management field. By doing this the project office can provide coaching and mentoring to the project managers in the application of tools and various techniques, such as requirements management, estimating and configuration management.
The project office functions by ensuring continuous improvement is occurring. The project office for example, is instrumental in ensuring the lessons from the project are properly documented and embedded across the organisation.
Q2 Describe five different types of project reviews?
There are five key project reviews, project evaluation reviews, gate reviews, audits, post project reviews, and benefits realisation reviews.
A project evaluation review (PER) operates as an internal review to ensure that activities are progressing as planned against the recorded key performance indicators; the review is carried out during the project. The PER is convened by the project manager and supported by the team and users, chaired by the sponsor. Not only do they ensure that key indicators are being met, but they also analyse the effectives of the project management tools and processes being utilised. Minutes taken during the review will record progress against time, benefits and risk, cost and quality parameters. Actions will be then be taken to ensure that the project remains on track and measures will be put in place to mitigate any observed significant risks. The number of PERs throughout the project will be dependent upon the length of the project, the risk presented if the project is not reviewed often enough and the effects of the organisation’s governance framework. An example of this would be a monthly progress meeting.
A gate review is a formal review usually commissioned by the sponsoring organisation as part of its governance structure. It will have a formal agenda supported with a checklist of products and critera, and will occur at the end of each project lifecycle stage – concept, definition and implementation. The first gate review, for example may be a formal funding gate, granting permission for the project to proceed. Outcomes of a gate review are pass, pass with reservation and fail.
An audit is generally external to the project and will be enforced as part of the sponsoring organisation governance structure to ensure the project outcomes are being reported correctly. An audit may be focused on areas such as project finance, procurement, equal opportunities, diversity and risk. The reports are formal, and are for the sponsoring organisation, however they may be available to the general public and other stakeholders. For example during a clinical trial an audit will occur to make sure information being reported by the project team is accurate.
A post project review is carried out after the project has finished, providing a forum for a lessons learnt exercise. Not only will a post project review consider the success of its criteria, but also a thorough analysis of the effectiveness of the project management methods, tools and practices and team performance. The organisation will receive the assurance that the project has been successful, so that it can make adjustments to its working practices and systems. Finally the post project review will demonstrate that the project has actually finished and all materials and information have been recorded appropriately.
After all products have been completed and handover has carried out, a benefits realisation review will take place to ensure that an evaluation of the benefits achieved takes place. The project sponsor manages and chairs this review; with the business analysing the achieved benefits against those defined in the business case. It is the sponsor’s responsibility to ensure this review is carried out. The outcome of the review will be for the business to understand whether the project was a success and delivered the necessary products that achieve the benefits highlighted in the business case.
Hi Paul please find answers to questions 1&2.
Regards,
Elaine
1) List and describe five functions that a project office can perform?
A Project office aim is to serve the organisations project management needs. A project office can range from simple support functions for the project manager to responsibility for linking corporate strategy to project execution.
The five functions that a project office can perform are as follows;
1. Provide assurance of the project manager and the team.
2. Provide administrative support and guidance.
3. Collect, analyse and report the project information.
4. Provide a platform for continuous improvement by way of lessons learned and expert resources in project management fields.
5. Centre of excellence which acts as a repository for strategic implementation and developer of processes for projects and portfolio.
The five functions may be described as follows;
1. The project office serves to monitor the procedures written in the PMP and ensure that they are adhered to, while ensuring that benefits are still on target to be realised by undertaking roles at the gate/phase reviews.
2. Devise processes and procedures for meetings, agendas and minutes as well as chasing actions. Be responsible for configuration management ensuring that products conform to specifications. The project office offers the Project Manager the tools and techniques and information by having subject matter experts available to assist the Project Manager in making informed decisions in delivering the project
3. Collect and collate the timesheets and other accounting information from the team that is required by the project manager or sponsor. The project office provides a schedule in which reports are produced and validated whilst facilitating specialist workshops on risk etc. to gather information for the project.
4. The project office is a functional home for project managers, responsible for the professional development of project managers. The PO as a developer of processes may also be used to measure individual performance allowing the organisation to learn and grow and develop its project management potential. The project office as a base may provide mentoring and coaching in the application of management tools and techniques.
5. The project office enables senior management to specialise in exception management and by being a “Centre of Excellence†is responsible for linking corporate strategy to project execution, sometimes referred to as the EPMO (Enterprise project management office). The project office ensures that the lessons of the project are well documented and implemented across the organisation.
2) Describe five typical responsibilities of a project sponsor?
Project sponsorship is an active senior management role responsible for identifying the business need or problem of opportunity. A key responsibility of the sponsor is to direct the project with the benefits in mind, whilst a project manager directs a projects with delivery in mind. The sponsor ensures the project remains a viable proposition and that benefits are realised, resolving issues outside the control of the project manager and the responsibilities of the sponsor may be identified as follows;
1. The sponsor would chair steering group committee meetings which would provide delegated authority to the sponsor, making sure that the group is kept up to date on progress made, making them aware of future potential risks or issues.
2. The sponsor will manage the risks on the project and may need to ensure that key risks are closed out and resolved at concept stage before proceeding to the definition and implementation phase; an example here would be the issue of the potential closure of the Saudi border with Qatar as a result of political influences outside of the projects control – this would have a major impact on the delivery of construction materials etc. into Qatar.
3. The sponsor will assist the project manager in managing the stakeholders. Generally the project manager will not have the authority to deal directly with stakeholders e.g. journalists for instance and must defer to the sponsor for advice, guidance and support.
4. The sponsor signs off and approves the project management plan (PMP), a document which represents a contract between the sponsor and the project manager, describing exactly what is needed and wanted in response to the needs of the business case.
5. The sponsor is extremely benefits driven and will ensure that the appropriate actions will be taken in order for a successful outcome to be achieved. These benefits must be properly managed throughout the lifecycle so as to support their realisation into the business.