Standard org chart & role descriptions


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Standard org chart & role descriptions

  1. 1. Standard Org Chart and Role DescriptionsIntroductionThis job aid supports completion of the Human Resources Plan section of a Project Plan,which calls for an organization chart and role descriptions for different team members.If you are writing a Project Plan, this job aid provides some materials to get you started.  The generic organization chart can be your starting point – just customize the organization chart to reflect the size and structure of your project  Like the organization chart, the role descriptions provided here can be customized to develop role descriptions for project team members  If you are unfamiliar with Project Sponsors, Steering Committees, Advisory Committees, and Project Management Offices, some introductory information is provided for basic orientation 1
  2. 2. Standard Organization Chart for a Project Steering Committee (Insert Name) (Insert Member Names Project Sponsor or Titles) Advisory Committee (Insert Member Names or Titles and Orgs) (Insert Name) Project Manager Project Management Office (Insert Name of Team) (Insert Name of Team) (Insert Name) (Insert Name) (Insert Name) PMO Lead Team Lead Team Lead (Insert Name) (Insert Name) (Insert Name) Administrative Assistant Team Member Team Member (Insert Name) (Insert Name) Team Member Team Member 2
  3. 3. Example Organization Chart for a Project Shiekh Faisal Al-Thani Secretary General Steering Committee Advisory Committee Project Sponsor Dr. M Al-Asiri, Director of Finance Mr. R Al-Muhannadi, MOH Ms. A Al-Qadi, Director of HR Mr. S Al Rashed, MOI Mr. H Al-Humaidi, Director of IT Ms. T Al-Sada, SEC Mr. K Al-Mannai, Director of Policy Mr. H Al-Rumaihi, SCFA Mr. S AlAmmar, MOF Dr. Nawal Al-Taweel Project Manager Project Management Office Design Team Research Team Mr. Rashed Al-Ammari Ms. Hind Al-Naama Dr. Hamad Al-Kulfi PMO Lead Design Team Lead Research Team Lead Mrs. Hanna Gahl Ms. Sarah Al-Malki Mr. Jabor Al-Kuwari Administrative Assistant Team Member Researcher Mr. Ali Al-Kaabi Mr. Mohammed Al-Qadi Team Member Researcher 3
  4. 4. Sponsor Sponsor Background: Sponsor Role Description:The Project Sponsor is the manager or executive within  Approves Plan, Schedule, and Budgetan organization who oversees a project and delegates  Ensures project is aligned with organizationalauthority to the Project Manager. strategy and compliant with policy Sponsor Characteristics:  Ensures project makes good use of assets  Generally provides the project budget  Maintains project focus on its goal and outcomes  Has sufficient authority to direct all the staff  Verifies project progress against its Plan involved in a project – or as many as possible  Monitors effectiveness of Project Manager  Has sufficient authority or influence to get the cooperation of key stakeholders  Chairs the Steering Committee  Approves final deliverables  Removes any roadblocks to project success  Approves significant changes to the project scope, timeline, budget, or quality  Communicates about the project inside the agency and with external stakeholders 4
  5. 5. Steering Committee Steering Committee: Steering Committee Role Description:A group of senior managers responsible for business  Ensures project is aligned with organizationalissues affecting the project strategy and compliant with policyThey may:  Ensures project makes good use of assets  Have budget approval authority  Assist with resolving strategic level issues and risks  Make decisions about changes in goals and scope  Approve or reject changes to the project with a high impact on timelines and budget  Be the highest authority to resolve issues or disputes  Assess project progress and report on project to senior management and higher authorities  Provide advice and guidance on business issues facing the project  Use influence and authority to assist the project in achieving its outcomes  Review and approve final project deliverables 5
  6. 6. How do Sponsors and SteeringCommittees “Govern” Projects?What is Governance?Oversight to ensure that Directors and Managers Act in the interests of the organization Are accountable for their use of assetsHow is project governance carried out? Who can govern a project?  Review project documents, such as Plans and  Senior manager of the funding organization as a Status Reports, looking for evidence that the SPONSOR project is in the interests of the organization and  Senior mangers of the funding organization or uses assets responsibly stakeholder representatives as STEERING  In discussions and decisions, advocate for what COMMTITEE MEMBERS you believe is best for the organization and its Who cannot govern a project? stakeholders  Project Manager or other team member  Require that the Project Manager and team demonstrate competence, ethics, and compliance  They will not be seen as objective judges of with organizational policy their own work and conduct 6
  7. 7. Advisory Committee Advisory Committee Background Advisory Committee RoleAn Advisory Committee is a group of people who  Provide insights to the team regardingrepresent key project stakeholders and provide  Stakeholder interestsadvice to the Project.  Technical adviceLike Steering Committees, Advisory Committeesare generally made up of Managers – often quite  Other relevant initiativessenior ones. Unlike Steering Committees,  Assist with resolving issues and risksAdvisory Committees do not make decisionsregarding a project.  Use influence and authority to assist the project in achieving its outcomes  Communicate about the project in their organizations 7
  8. 8. Role of a Project Manager Project Manager Background Project Manager Role DescriptionProject Managers have overall responsibility for meeting  Supervise and provide technical direction to projectproject requirements within the agreed to time, cost, teamscope and quality constraints outlined in the Project  Provide weekly Project Status Reports to thePlan. Project SponsorProject Managers report to Project Sponsors, who have  Chair Advisory Committee meetingsdelegated their authority to the Project Manager.  Chair weekly team status meetings  Chair Risk and Change Control Committees (if these exist for a project)  Attend Steering Committee meetings and prepare supporting materials with the Project Sponsor (agendas, presentations)  Execute project management processes: risk, issues, change, quality, and document management  Ensure Project Plan, Schedule, and Budget are up- to-date; detect and manage variances 8
  9. 9. Team Lead Team Lead Background Team Lead Role DescriptionA Team Lead is a person responsible for managing one  Supervise and provide technical direction to sub-part of a project, or a “subproject.” This position only team membersexists on larger projects.  Review all sub-team deliverablesTeam Leads ideally have project management skills,  Hold regular sub-team status meetingsincluding human resource management, in addition torelevant technical skills.  Provide regular status reports to Project Manager  Attend Team Lead meetings and Project Status Meetings  Manage and resolve team-level risks, issues, and changes  Ensure team is using the project management processes outlined by the PMO in its Process Plans 9
  10. 10. Team Member Team Member Background Team Member Role DescriptionA person assigned to a team who is responsible for In your role description for a team members, list the:performing some of the project activities.  Major activities they will doTeam members may:  Deliverables they will produce  Report directly or indirectly to the project manager You can list other responsibilities and expectations,  Be assigned to work part-time or full-time on the such as: project  Attendance at status meetings or other meetings  Compliance with standards  Participation in project management processes such as risk, issue, and document management 10
  11. 11. Why are PMOs are Needed on LargeProjects?  Frees time of Project Manager to focus on  Priority risks  Priority issues  Stakeholder alignment  Technical challenges  Ensures administrative tasks are completed  Projects often have trouble competing for the time of administrative support staff in the permanent organization  Brings Subject Matter Experts needed in larger, more complex projects  Financial management  Human resource management 11
  12. 12. A PMO Can Have Two RolesA PMO can have two roles: (i) project management support and (ii) administration. Every time a PMO is established,it must define its role. Use the lists below as a checklist or menu to choose from when determining the role for yourPMO. 1. Project Management Role 2. Administrative Role  Support Project Manager by helping:  Maintain budget/bookkeeping  Mobilize the team (project start up)  Process expenses  Write and update PM deliverables:  Arrange travel  Project Definition Document  Manage facilities  Project Plan, Schedule, Budget  Procure supplies and equipment  Project Manual  Manage contracts  Status Reports  Manage documents – filing project deliverables,  Manage project management processes: meeting minutes, contracts, logs  Risk management  Support status meeting for team, Steering and Advisory Committee – facilities, agenda, minutes  Issue management  Managing HR -- recruiting, orienting, and arranging  Change control training for team members, keeping vacation  Quality management schedules, conducting exit interviews  Document management  Configuration management  Project evaluation  Support and track approvals 12
  13. 13. Project Management Office (PMO) Lead PMO Lead Background PMO Lead Role DescriptionThe PMO Lead supervises the team that provides To construct the PMO Lead role description:project management and administrative support to the  Select from the menu of potential PMOProject Manager. responsibilities on the “PMOs Have Two Roles”The PMO should have strong project management slidetechnical skills, including the human resources  If the PMO has a team working in it, include themanagement skills to supervise others working in the responsibilities found in the “Team Leader” slidePMO effectively. 13
  14. 14. Other Project Role Descriptions 1 of 2 Project Director Change Control CommitteeThe Project Director reports to the Project Sponsor and A committee responsible for approving or rejectingsupervises the Project Manager. This position is changes to the Project Plan. It is typically seen on ITnormally held by a senior manager with responsibility for projects, and members typically represent program andmore than one project. project management; software and hardware engineering; testing; documentation; customer support;It is common to use Project Directors when the Project and marketing.Manager is an External Consultant. Responsibilities are as follows:Responsibilities are as follows:  Review and approve the Change Control Plan  Oversee projects and work of Project Manager  Ensure the change control process is executed  Ensure integration of project with other projects effectively and organizational priorities  Review changes and make decisions within the limits of authority (re budget and timeline)  Escalate changes to senior management that require decisions above the committee’s level of authority 14
  15. 15. Other Project Role Descriptions 2 of 2 Risk Manager Risk Control CommitteeThe Risk Manager reports either to the Project Manager A committee responsible for overseeing andor PMO Lead and takes responsibility for executing the participating in the project’s risk management process.risk management process for a project. This role is Members should have business knowledge relevant tousually only seen on large and sensitive projects. the project and should represent key stakeholders.Responsibilities are as follows: Responsibilities are as follows:  Identifying risks  Review and approve the Risk Management Plan  Analyzing (quantifying and prioritizing) risks  Ensure the Risk Management Plan is executed effectively  Planning responses to risks  Assist with identification of risks  Ensures response plans are executed  Advise on how to respond to risks  Documenting and tracking risks  Writing Contingency Plans  Involving the team and external stakeholders in the process as required 15