Using Essential Project Management Methods To Deliver Effective And Efficient Projects

Auditable Categories

The governance for this project follows the PMBOK guidelines to provide the management framework for managing decisions within the project. This project has an executive sponsor, who in this case is the general manager and is the initiator of the project. The project sponsor was responsible for providing guidelines on what was required and for supporting the project to its logical conclusion. The project also has a business sponsor to ensure the business goals are aligned with project goals and objectives. A steering and advisory committee make up the project board to provide advisory services. A project manager is responsible for executing the project to meet the project objectives. The project governance framework is established by the executive sponsor and works with the board and project manager to define roles and responsibilities, while the project manager defines the stakeholder engagement framework. The governance entails planning and defining metrics, such as for risk management, executing the governance, monitoring and controlling, and closing assurance (Alie, 2015). 

The project board has overall responsibility for the project. The project is considered successful when the project objectives are met and deliverables achieved within the project budget, time, and scope, with approved/ reasonable changes to the project scope. The project is accepted once all exit criteria as outlined in the controllable project termination elements and the executive sponsor accepts the project to satisfy their requirements. The overall responsibility for the success of this project is with the project manager

The roles, responsibilities and performance criteria for this project consist of identifying and involving senior managers/ stakeholders in the project (Roudias, 2015). This project has an executive sponsor at the apex of the project governance; the sponsor support the project and approves major changes to project scope, schedule, and financing and determines the deliverables for the project. The project also has a business sponsor that ensures the business needs for the organization are met through the execution of the project. The project has aboard to review changes and make some approvals, as well as ensure the project has the right personnel, and materials and equipment for its successful completion. The board will be the steering/ advisory committee and constitutes of a procurement manager, contract manager, human resource manager, and administrative and finance managers. The project then has a project manager in charge of overall project execution and meeting the project objectives and deliverables, the project manager works with a team responsible for various roles and helping the project manager successfully deliver the project. The project team and manager works with a team of contractors such as the main works contractors ad sub contractors including electrical and plumbing sub contractors. The organization chart is shown below;

2 Audit Plan

The governance arrangements for this project consist of a project board, that reports to the executive sponsor and work to ensure the project objectives are met. The board evaluates an reviews requests for changes and ensure that the business and financial objectives of the organization are met in executing the project. The project manager and the project team handle all project documentation and initiate any changes requests that are reviewed by the board and then approved by the executive sponsor, as recommended by Alie (2015).

The Relationship to the Portfolio for this project is a project strategy that is consistent with competitive strategies of the organization, including cost leadership, effective cost management, and organization of the project that is aligned with the organizational structure and culture of the organization; this is augmented by the organization adopting a project driven culture. The project process, culture, and tools are designed in such a way that the organizational goals of expansion and efficiency and accountability are met and fulfilled (Milosevic & Srivannaboon (2006).

The authorisation points for this project are;

The executive sponsor, who authorises the project initiation and changes for requests

The project board, that reviews any requests for changes, such as scope changes to the project

The project manager is responsible for reviewing and liaising with the project board and executive sponsor in evaluating change requests from the project team and ensuring the scope management document is duly updated and archived.

All issues raised by the project team or contractors are escalated to the project manager, who reviews them, creates the necessary documentation, such as scope change management document, and then forwards them to the project board for review. Once the project board reviews the issue or request for change, they make recommendations and forward it to the executive sponsor , who makes a decision whether to approve/ disapprove, or partially approve the issue/ request for change. Finally, once approved, the project manager documents the change and effects the change requests with the relevant persons.  The project administrator is also responsible for conflict resolution, together with the project manager. The project manager guides the conflict resolution steps and processes to ensure the project runs smoothly; this forms part of the risk management strategy, according to the ‘Project Management Institute’, (2017)

The delegation arrangements for this project are that the executive sponsor is represented in the project team, while the board has representation trough the HR, procurement, and contract managers. All change requests are documented by the project manager and reviewed by the project board, while authorisation at all stages, including project initiation authorisation, budget authorisation, and acceptance of rejection of the delivered product is done by the executive sponsor. The project manager has an assistant to whom some duties are delegated, such as risk management and monitoring, and risk reporting. 

Project Termination / Closure

The manner in which information validity for this project is assured is through the creation of various documents, including the risk management document, the quality management and control document, the scope management document, communications management document, among others (Hedeman, Vis Van Heemst, Fredriksz, & Newton,2012). Roles and responsibilities are assigned to persons responsible for the documentation. Each document will be stored in an electronic form, with a hard copy backup. Only authorised persons with rights to make changes will be allowed to alter or modify the project documents. Any changes must be done procedurally, with the authorised person making changes/ adjustments, with the date of change recorded and then signed; the version of the document will be updated based on the changes made. Some changes will require approval, such as scope changes; however, the persons responsible must sign off and have the document stored and archived. The documents will be retained as per the organizations’ retention policy for stored documents, for up to 7 years.

The scrutiny arrangements for this project are based on the project stages, where using the project schedule and the stages, inspections and assessments will be done, initiated by the board to ensure the project remains within scope and schedule. Further, periodic reporting will ensure the stallholders re kept abreast of the progress.

The status reporting for the project forms part of the overall communication plan for the project (Taylor & Dow, 2013). The project is executed using an agile process that requires documentation of activities and progress, and engaging the stakeholders through an effective communications plan that includes the method and frequency of communication. The project manager is responsible for all communication with stakeholders that includes giving status reports. These will be provided on a weekly basis through e-mail and memos, as well as during meetings with stakeholders. Documentation and document control will manage changes made to the project schedule and scope, and these must be approved by the project board and/ or the executive sponsor

The improvement arrangements for this project are for better budgeting process and to change the organizational culture to a project oriented organisation. This requires elaborate project reviews and engaging all stakeholders to give their views before initiating projects as part f an effective change management strategy

The stakeholder engagement arrangements for this project entails identifying the stakeholder and describing them, and then identifying their roles within the project, their level of influence on the project, and the methods that are used in engaging them (the stakeholder communication plan). The communication with the stakeholders is part of the overall communication plan and includes the frequency of communication, the mediums/ channels of communication, and the person(s) responsible for making the communication (Baugh, 2015)

References

Alie, S. S. (2015). Project governance: #1 critical success factor. Paper presented at PMI® Global Congress 2015—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.

Baugh, A. (2015). Stakeholder engagement: the game changer for program management. Boca Raton, CRC Press, Taylor & Francis Group.

Hedeman, B., Vis Van Heemst, G., Fredriksz, H., & Newton, S. (2012). Project management based on PRINCE2®, 2009 edition. Zaltbommel, Van Haren Publishing.

Miloševic, D. & Srivannaboon, S. (2006). A theoretical framework for aligning project management with business strategy. Paper presented at PMI® Research Conference: New Directions in Project Management, Montréal, Québec, Canada. Newtown Square, PA: Project Management Institute.

‘Project Management Institute’. (2017). A guide to the project management body of knowledge: (PMBOK® guide). Newtown Square, Pennsylvania, USA, Project Management Institute.

Roudias, J.  (2015). “Mastering Principles and Practices in PMBOK, Prince 2, and Scrum: Using Essential Project Management Methods to Deliver Effective and Efficient Projects”. Upper Saddle River, NJ. Pearson Education

Taylor, B., & Dow, W. (2013). Project management communications Bible. Hoboken, N.J., Wiley

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