Organization

• Introduction
  • Purpose
  • Organization defined
• Levels of organization
• The project management team
  • Project management team structure
  • Project Board
  • Project Assurance
  • Change Authority
  • Size of the Project Board
  • Project Manager
  • Team Manager
  • Project Support
  • Dealing with changes to the project management team
• Working with the project team
  • Balancing the project team and individual
  • Training needs for project teams
  • Part time teams
• Working with the corporate organization
  • Line management functional management
  • Centre of excellence
• Working with stakeholders
  • Types of stakeholder
  • Stakeholder engagement
  • The Communication Management Strategy
• Responsibilities

Key sections

• Introduction
• Business case
• Organization
• Quality
• Plans
• Risk
• Change
• Progress
• Introduction to processes
• Starting up a projectDirecting a project
• Initiating a project
• Controlling a stage
• Managing Product Delivery
• Managing a Stage Boundary
• Closing a Project
• Tailoring PRINCE2 to the project environment
• Directing Projects with PRINCE2

The PRINCE2 approach

Working with the corporate organization

Line management/functional management

In a strongly functional environment, Project Managers can find difficulties when managing cross-functional projects due to the inability to agree overall leadership from within the various groups.
As a result, the Project Board may need to be involved more closely to lead, direct and prioritize work and resolve issues.

Whatever the environment, the Project Manager will have to adapt to, and work within, the corporate organization and this will affect the level of management required for the team members.

The Project Manager may be responsible for carrying out performance appraisals as part of a project, or may provide input to the appraisal undertaken by the functional area of the corporate organization responsible for the team member.

Understanding and working within the wider corporate organization can be challenging for the Project Manager, particularly if working part-time or on a contract basis.
Setting up clear project controls at the start of the project, and agreeing these with the Project Board, will help to ensure that the Project Manager understands the level of interaction and support to expect during the project and is given appropriate exposure to other areas of the corporate organization.

Further details of project management team roles and their associated responsibilities are provided in the folder ‘roles and responsibilities’ as part of the product package. These include role description outlines, which should be tailored to the needs of the specific project and each specific appointment.

PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.