The PROMISE Project Management Team

Below is a summary of the Project Management Team.

Project Board

The Project Board represents at managerial level the Business, User, Supplier and Operator interests of the project. The Project Board members must have authority because they are the decision-makers and responsible for the commitment of resources to the project, such as personnel, cash and equipment.

The Project Board responsibilities will often be in addition other responsibilities, which makes it important that PROMISE offers them management by exception, keeping them regularly informed, but only asking for joint decision-making at key points in the project.

The Project Board consists of four roles:

Although the term ‘Director’ is used, this is meant in terms of director of this board. It is not necessary that the individuals filling these positions are in fact company directors unless the magnitude of the project dictates it. These roles should ideally be assigned to individuals who can stay with the project throughout its life.

The Project Board is accountable for the success of the project, and has responsibility and authority for the project within the remit (the Project Directive) set.

The Project Board approves all major plans and authorises any major deviation from agreed Stage Plans. It is the authority which signs off the completion of each stage as well as authorising the start of the next stage. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and external bodies. In addition, it approves the appointment and responsibilities of the Project Manager.

The Project Board is responsible for assurance that the project remains on course to deliver products of the required quality to meet the Business Case defined in the Project Foundation Document. According to the size, complexity and risk of the project, the Project Board may decide to delegate some of this project assurance responsibility.

Roles

The roles are described in short below. For more detailed descriptions see the individual role descriptions in the Roles section of this manual or click on the links below.

Chairman

The Chairman is ultimately accountable for the project, supported by the User Director, Supplier Director and Operations Director. The Chairman has to ensure that the project is value for money, ensuring a cost-conscious approach to the project, balancing the demands of Business, User and Supplier.

Throughout the project the Chairman 'owns' the Business Case.

User Director

The User Director (or Customer Director) is accountable for making sure that what is produced is fit for its purpose and for ensuring that the solution meets User needs and falls within the constraints of the Business Case.

The role represents the interests of all those who will use the final products of the project. The User Director role commits User resources and monitors products against requirements.

Supplier Director

The Supplier Director is there to ensure that proposals for designing and developing the products are realistic in that they are likely to achieve the results required by the User Director within the cost and time parameters for which the Chairman is accountable. The role represents the interests of those designing, developing, facilitating, procuring and implementing the project products. The Supplier Director must have the authority to commit or acquire the required Supplier resources. The Supplier Director has responsibility for the Supplier's Business Case.

Operations Director

The Operations Director ensures that the product being supplied will be operable, and that all necessary deliverables for operation are included. He also ensures that the resources needed to operate the product are within reason and budget, and that the skills necessary will be available. The Operations Director must have the authority to commit or acquire the required Operations resources.

Project Manager

The Project Manager is given the authority to run the project on a day-to-day basis on behalf of the Project Board within the constraints laid down by the board.

The Project Manager's prime responsibility is to ensure that the project produces the required products, to the required standard of quality and within the specified constraints of time and cost. The Project Manager is also responsible for the project producing a result that is capable of achieving the benefits defined in the Project Foundation Document.

Team Manager

The Project Manager may find that it is beneficial to delegate the authority and responsibility for planning the creation of certain products and managing a team of specialists to produce those products.

The Team Manager's prime responsibility is to ensure production of those products defined by the Project Manager to an appropriate quality in a timescale and at a cost acceptable to the Project Board. The Team Manager reports to and takes direction from the Project Manager.

Project Assurance

The Project Board members do not work full-time on the project; therefore they place a great deal of reliance on the Project Manager. Since the ultimate responsibility for the success of the project (against the stated benefits) lies with the board, in some cases they may decide that additional security is needed, and that they will require a Project Assurance role to report directly to them.

Project Support

The Project Manager may need administrative help. This may stem from the sheer volume of work to be done or the mandated use of certain tools where the Project Manager has insufficient expertise, such as in supporting, planning and control or Configuration Management.

The provision of any project support on a formal basis is optional. It is driven by the needs of the individual project and Project Manager