Once the Executive and Project Manager are in place the project can be reviewed for size, complexity and areas impacted by the final outcome.
Then the project management team can be considered to represent all interests.
There will be considerable overlap with the next sub-process Appointing a Project Management Team (SU3).
The objectives are:
The project management team structure is described in the component Organisation and should be used for this sub-process.
These steps are compulsory:
Information from the Project Brief and Project Approach may be needed to complete this sub-process.
The Executive will take specific responsibility for the Project Board design.
The Executive and the Project Manager are both responsible for the design of the Project Management Team.
|Management information||Input||Specifies the existing agreed responsibilities to avoid gaps / overlaps|
|Agreed Executive and Project Manager job descriptions||Input||Indicates the likely user and customer interests|
|Project management team structure||Output||The forms the basis of discussion with the appointees and with the senior management|
|Draft job descriptions for the remaining members of the project management team||Output||Ready for discussion and approval in sub-process SU3|
These are given in tabular form in the file ‘designing a project management team.doc’ in the product package.
The user and operational interests that will be impacted by the projects product(s) should be considered for Project Board presentation.
The Project Board should not be too large to improve decision making. Try to keep it to 3 to 6 people maximum.
If this is not possible set up a user group with a spokesperson who can attend the Project Board on behalf of the group, for example as a Senior User.
Some appointments may need to be made during initiation or at the beginning of a stage.
The Senior User is responsible for the quality testing on behalf of the user and / or customer. This should be considered if any delegation of assurance responsibilities is being considered by the Senior User.
The project should not be adversely affected by delays in customer or supplier management chains. Consider this when making appointments for the Project Board.
When a third part is involved in funding the project they should have representation on the Project Board.
If the project is part of a programme it may be appropriate to have a programme representative on the Project Board.
This should be established in establishing the communication process.
It may be that the supplier role cannot be identified in the early stages. This may arise if the project is being put out to tender or the Project Approach dictates this. In this situation consider using a member of the purchasing department to act as the Senior Supplier in the interim.
You made need to use a supplier forum if there are a number of them on a major project.
A representative from this group can them be Senior Supplier on the Project Board.