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

The project management team

Project Assurance

The Project Board is responsible, via its Project Assurance role, for monitoring all aspects of the project’s performance and products independently of the Project Manager.

Project Board members are responsible for the aspects of Project Assurance aligned to their respective areas of concern - business, user or supplier.

If they have sufficient time available, and the appropriate level of skills and knowledge, they may conduct their own Project Assurance tasks, otherwise they may appoint separate individuals to carry these out.

The Project Board may also make use of other members of the corporate organization taking specific Project Assurance roles, such as appointing the corporate quality manager to monitor the quality aspects of the project.
Project Board members are accountable for the Project Assurance actions aligned to their area of interest, even if they delegate these to separate individuals.

Project Assurance is not just an independent check, however.
Personnel involved in Project Assurance are also responsible for supporting the Project Manager, by giving advice and guidance on issues such as the use of corporate standards or the correct personnel to be involved in different aspects of the project, e.g. quality inspections or reviews.

Where Project Assurance tasks are shared between Project Board members and other individuals, it is important to clarify each person’s responsibilities.
Anyone appointed to a Project Assurance role reports to the Project Board member overseeing the relevant area of interest, and must be independent of the Project Manager.
The Project Board should not assign any Project Assurance roles to the Project Manager.

As part of its function to monitor all aspects of the project’s performance and products independently of the Project Manager, Project Assurance should be involved in all of the PRINCE2® processes.

Note:
PRINCE2 2009 describes the roles and responsibilities of key positions in the Appendices.
[see Appendix C Roles and responsibilities]

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.