Prince2® – A group manages the project, and without a group, it will not start or end. Once a team has been created, they’ll be required to develop a strategy and need to complete the task. That’s why it becomes essential that all team members associated with the project understand the tasks they must perform. And what they can expect from each other and also from the team members to whom they need to be able to report their activities and who is responsible for the decision-making and brainstorming. This article is focused on providing the answers to the above questions. This principle establishes the duties and responsibilities of each person involved in the project from the beginning to the end of the work.

PRINCE2® states that a particular project should be well-defined, Distributed, and agreed on roles and responsibilities among the entire team undertaking the project. It is essential that an organization clearly define these duties and functions to ensure its structure to deal with stakeholders, users, and business needs to work efficiently.

Prince2® Organization Theme

The theme for an organization is accountable for defining and authorizing obligations and responsibilities that determine the project’s structure.

prince2® assumes that a client will be responsible for determining the desired result and later buying the project. A supplier will also be involved to supply the necessary resources and expertise to produce the desired results. So, it’s possible to conclude Prince2® is an environment of Supplier and customer.

One of the main features of the Prince2® is that all projects must be organized to eventually bring all the groups and teams to achieve the goals for the entire project. Prince2® also improves the efficiency of the project’s management and decision-making.

These are the essential elements of a productive team of project managers in the context of the organizational theme:

1. Representation of all three key stakeholders, as defined within Prince2®; a project comprises three key stakeholders: users, Business sponsors, and Suppliers.

major-stakeholders
  • Business sponsors are accountable for ensuring that the product or service is worth the cost for money and meets the highest quality standards.
  • The consumers are the ones who use the products and services who will utilize the products and services and will be the ones to receive the benefits from these products and services.
  • Suppliers are responsible for supplying the essential materials and resources, whether tailored or raw and providing the correct information and expertise for the undertaking. They are the manufacturers of the finished product under the project plan.

This rule clarifies that the three primary stakeholders should be appropriately represented on the Project Management Team and the Project Board. They act as the three main pillars to help drive the project to greater heights. Every successful project team should include a valid business, User, and Supplier stakeholder representation.

2. A successful project team must be able to define the responsibilities of directing, managing, and delivering the project. These three processes are grouped by accountability from the primary aspects of a project that require the correct and precise allocation of responsibility.

3. Another element of a productive project team is the ongoing and ongoing review of the various projects and the roles assigned to team members throughout the project.

4. The last step is to develop an effective plan for controlling the communication flow that the project team must ensure to and from the vital external people.

It is generally accepted that the top management board will have a lot of pressure and will not be able to supervise the day-to-today activities for the undertaking. This is why the board delegates specific responsibilities to a few individuals or groups of people so that the management and direction of the project are separated from the achievement of the results and outputs of the project. It is accomplished following the management principle by exception.

The structure which eventually develops has four levels which are where the Corporate level is not within the project’s borders:

  • Corporate: It is accountable for:
    • The project was to be commissioned at the beginning
    • Nominating the Project Executive
    • The project-level tolerances must be defined and followed by the board of directors for project management.
  • Directing: The Project is overseen by the project committee, who is accountable for:
    • The overall supervision and direction of the project.
    • Responsible for the project’s success.
    • They have approve all major plans.
    • It has affixed the final stage.
    • They give the go-ahead for the next phase.
    • Communication with people who are the stakeholders
    • Any deviation that is permitted to go beyond the tolerances of the project.
  • Managing: The Project Manager is a part of this category and is accountable for:
    • The day-to-day management of the project under the guidelines established by the project board.
    • Ensure that the products are delivered in line with the date, the price, and the scope of risk and benefits objectives.
  • Delivering: Team Managers fall under this category and are accountable for:
    • Providing the project’s product under the quality standards desired and within the deadline and cost

To summarize these aspects, We can conclude that every project needs to be guided, managed, controlled, and communicated throughout its structures and team for better and more productive results.

THE PREDEFINED ROLES IN A PROJECT

predefined-roles-in-project

The Prince2® method is built on processes and the division of stages to improve performance. It also provides an array of defined roles that have specific tasks assigned to them. The functions predefined for projects based on the Prince2® environment include:

  1. Project Board: It is a collection of professionals which includes:
  • The Executive is the person who has charge of the business matter and is the one who ultimately takes responsibility for the project.
  • Senior User The position could be filled by an individual or a team of experts. Their main goal is to reflect the User’s needs who is the final one.
  • Senior Suppliers can give this job to one or more people. The Supplier’s responsibility is to ensure the protection of the needs of suppliers.

2. Project Assurance: The principal goal in Project Assurance is to make sure that all stakeholders’ needs are taken care of.

3. Change Authority: They are accountable for deciding on significant changes demands on behalf of the Project Board.

4. Project Manager: This person is accountable for overseeing the day-to-today management of the project on behalf of the Project Board.

5. Project support: The Project Support is the entity responsible for supporting the Project Manager with the tasks and duties of the Project Management duties and functions.

6. Team manager: This job can be given to one or more experts who ensure the high quality and other production elements in various teams that concentrate on specific skills or expertise from different departments.

The PRINCE2® Roles and Responsibilities!

The PRINCE2 Foundation Roles and Responsibilities describes the different jobs anyone can do in a project. It is used to help match people with different roles within project teams, and it explains the relationships between them.

The Prince2® methodology helps organisations become more organised and grow efficiently. It provides a series of roles with specific tasks designated for them. The functions in a PRINCE2® environment are defined, and they are mentioned below:

1. Roles Associated with the Project Board 

The project board shows the progress of the project, and it consists of the following roles:

a. The Executive:

People in charge of a project do not view it as a democracy or part of collective decision-making. The people involved with a project also tend to be more centralising in their plans and make the final decisions about how projects get implemented.

The Executive is the highest-ranking member of a project management team. They are in charge of the briefing, budgeting, and overseeing the project with support from the Senior User and Senior Supplier. They also build and assign the project’s management team, including the rest of the project board, and appoints the single manager authorised to make all final decisions.

b. The Senior User: 

The senior User has been identified with the project and represents their needs and specifications for the finished product. The Senior User is responsible for communication within the project management team and ensuring that they will only give the products out to those who need them. They also will be in charge of reviewing any benefits each project has.

c. The Senior Supplier:

The Senior Supplier represents the interests of those who designed, developed, facilitated and implemented the project’s product and services and those who supply it. They ensure that the output meets the project’s needs by providing that only the right tools, people, equipment, and expertise are in place. The Senior Suppliers also make sure that their standard for quality is met.

A charter company can only have one Executive, but the other two roles, the senior User and the senior Supplier, may be assigned to any number of people.

Associated Duties

● The project board is responsible for tracking the success and failure of projects.

● Another essential task is to provide a unified project plan and other necessary documentation.

● It is also helps the people working on projects find their resources.

● They need to provide additional visible and continuous support and assistance to the Project Manager.

● It maintain effective communication among the project team and with external stakeholders.

2. The Project Assurance Role

The Project Board is responsible for the project’s success and quality, but sometimes it’s too busy to check on the go. They often rely on the Project Manager to check in and make sure that things are running smoothly, but sometimes this can fall through – in which case they have some other options. The primary method to avoid this is double-checking information called Project Assurance.

Responsibilities 

● It provides insights on corporate-related issues so that the project manager can plan without worry. The board ensures that everything is going according to plan using the Project Assurance responsibility.

● Each team member has their specific duties. For example:

  1. The Executive is responsible for ensuring the financial viability of a business.
  2. The Senior User is responsible for the System Assurance.
  3. The Senior Supplier is responsible for the goods and services being delivered according to plan.
3. The Change Authority Role 

The responsibilities of the Change Authority are listed below:

● This role is under the head of Project Team Management.

● The Project Board will decide should appoint an individual or if a group needs to take on this role.

● The change authority is in charge of reviewing requests for changes and off-specification related to a project.

● The Change Authority can delegate responsibility to several levels, depending on the complexity and intensity of change required.

prince2

● If a project is small and only needs a few changes, the Project Board can handle them without any problems. It is often desirable to use a separate Change Authority group when many significant changes are expected.

● A different Change Authority group is assigned to simplify the change process, and it saves the Project Board from all the hassle.

4. The Project Manager Role

The Project Manager’s responsibilities: 

● They help their clients manage their projects daily. They work mainly on progressing the project’s daily tasks and reaching the specified deadlines.

● One Project Manager can always run a single project at the same time.

● A project manager oversees and manages a project for the Project Board, which has specified constraints to work on together with the project manager and the Project Board and the Project assurance.

● The project is responsible for all the basic processes but not Directing a Process.

● The Project Manager will manage the Project Support and act as a Team Manager.

● When there is an open project, with no Team Managing position present, the Project Manager will manage team members directly. Also, if the project needs them, they will be there to deliver contributions.

5. The Team Manager Role 

Following are the team management role:

● The role of a Team Manager is optional and not necessary in smaller projects. The role of a Team Manager only comes into the scene if there is a collaboration between human and machine platforms.

● The project is significant and needs a lot of members on its team; therefore, there need to be several teams assigned to accomplish different tasks for different departments.

● Groups often require project managers to assist with a specific skill, skillset, or knowledge of the products they are producing. For instance, if a project requires someone with experience in Java and expertise in developing applications and programs or researching a particular product, that is needed.

● When the project is affected by geographical reasons, remote teams might need to be managed. Though this might include teams that deliver program management from remote locations, there will still be a Team Manager.

● If an external company is involved, it will be easier to coordinate through the project manager rather than all other team members.

6. The Project Support Role
the-project-support-role

The project support role has the following responsibilities: 

● The Project Support is dedicated to helping the Project Manager with administrative tasks like document filing, adding documents to an IT System, etc.

● Project support also includes guidance on using project management tools and configuration management.

● The Project Support provides ideas for how to organize projects and manage risks. For example, the software highlights completed tasks and delays in studies with its planning tools.

● The Project Support helps maintain the project by following the Configuration Management Strategy Document guidelines. It is one of four strategy documents formulated from the beginning of the project.

● The Project Manager is responsible for such tasks as handling administrative duties, so it is essential. The Project Manager decides what aspects of the project they delegate to others but must take overall responsibility.

As a result, too many Project Managers don’t delegate duties and responsibilities to their team, which causes them to work more than usual. Their heavy workload starts taking a toll on their family life, as they cannot plan for when and how much time to spend with their children.

Stage Wise Management

One of the best ways to manage an overwhelming project or task is to break it down into manageable pieces. SWM Stage Wise Management is the same method used within the Prince2® method of managing projects. Instead of fragments or chunks in Prince2®, another terminology is employed, i.e., stages – Management Stages. Stages – Management Stages. Prince2® method is focused on operating and running the project in an organized and controlled environment using a stage-by-stage basis.

These stages are separate and are decided on by the Project Board based on Decision Points. Following the completion of each step after each stage, the Project Board assesses the performance of the previous stage, then analyzes what plans are in place for the following location, and finally decides whether to move on into the next step. The Project Board exercises the more settings, the greater control, and they are working harder. The fewer stages of a project require less effort for the Project Board, which indicates that the Senior Management will have less influence on the project’s progress.

The splitting of projects into stages offers several advantages, as follows:

  • This allows the entire project to be split into smaller, simpler pieces that are easily managed.
  • This leads to an overall plan for the project and the most thorough Stage Plan.
  • It also incorporates the lessons learned from previous stages in planning the coming steps.

Also Read – ITIL, PRINCE2, Or PMP Certification: Which One Should You Choose?

There must be at least two stages of management in a project that is part of the PRINCE® setting:

prince-enviornment-stages
  • The Initiation Stage
  • The Stage of Management

This Closing a Project process is the final stage of the second phase of the two-stage process.

In this way, a particular Prince2® project is monitored, managed, and controlled on a stage-by-stage basis.

Conclusion

Project managers are responsible for guiding and controlling the execution of projects. They need to think ahead, prioritize their work, and manage project resources effectively. They also have to be able to adapt quickly when things don’t go as planned.

These are the person who has to coordinate the entire project. They are responsible for the overall success of the project and its goals. They plan timelines, create budgets, and ensure that everyone on the team is working towards an agreed-upon goal. 

In addition to that, they also have to help make sure deadlines are met and ensure that there is a quality product at the end of it all. They need to understand how different disciplines work together and how their work will contribute to the project’s success. 

Hence, to carry out these responsibilities, they must know all the roles and responsibilities for each discipline.

Write A Comment