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 Support

Project Support is the responsibility of the Project Manager.
If required, the Project Manager can delegate some of this work to a Project Support role: this may include providing administrative services or advice and guidance on the use of project management tools or configuration management.

It could also provide specialist functions to a project such as planning or risk management [see ‘The Complete Risk Management package’].
Unless performed by a corporate or programme management function, Project Support is typically responsible for administering any configuration management procedure and tools as defined in the Configuration Management Strategy.

It is important to stress that the role of Project Support is not optional, but the allocation of a separate individual or group to carry out the required tasks is.
Project Support defaults to the Project Manager if it is not otherwise allocated.

Some corporate organizations may have a project office (a temporary office set up to support the delivery of a specific project) or similar structure, which can fulfil some or all of the Project Support role.

Refer to OGC’s Portfolio, Programme and Project Offices (P3O®) for further information on the use of a project office.

Project Support and Project Assurance roles should be kept separate in order to maintain the independence of Project Assurance.

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.
P3O® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom.