Project Team

Project Sponsor / Senior Responsible Officer (SRO)

Although the project board is ultimately responsible for the project's success, the Project Sponsor / Senior Responsible Officer (SRO), with the help of the senior user(s) and senior supplier(s), is the major decision maker. The project board is not a representative democracy that is governed by voting.


The Project Sponsor / SRO's job is to make sure that the project stays on track to meet its goals and deliver a product that will offer the expected benefits throughout its life cycle. The executive must ensure that the project provides good value for money by maintaining a cost-conscious approach to the project while balancing the needs of the business, the user, and the supplier.


During the pre-project process of starting up a project, the Project Sponsor / SRO is appointed by corporate, program management, or the customer. The Project Sponsor / SRO function is given to a single person so that the project has a single point of accountability. The Project Sponsor / SRO is then in charge of creating and appointing the rest of the project management team, including the project board members. If the project is part of a program, the project board members may be appointed by corporate, program management, or the customer.


The Project Sponsor / SRO gets project funding and is accountable for the project's business case and ongoing business justification.

Read Less Read More

Senior Supplier

Senior User

The senior supplier represents the interests of people involved in the project's product design, development, facilitation, procurement, and implementation.


The senior supplier is responsible for the technical integrity of the project as well as the quality of items produced by the supplier(s). This post will entail supplying project resources to suppliers and ensuring that product design and development plans are practical and realistic.


In most circumstances, the senior supplier also represents those who will sustain the project's specialized products after it closes (e.g. engineering maintenance and support). There are exceptions (for example, when an external supplier delivers products to a client who will maintain them in service/operation). A senior user is more likely to represent the operations and maintenance interests in this case. In reality, the distinction is irrelevant; what matters is that the interests of operations, service, and support be properly represented from the start.


More than one person may be required to represent the providers if necessary.

Read Less Read More

The senior user is in charge of defining the needs of those who will use the project's products (including operations and maintenance) for user liaison with the project management team, as well as ensuring that the solution meets those needs within the constraints of the business case in terms of quality, functionality, and ease of use.


All persons who will use the project's products, those for whom the products will achieve a target, or those who will use the products to generate advantages will be represented by this job. The senior user manages user resources and ensures that goods meet needs. The role should not be divided among too many people for the purpose of effectiveness.


The senior user(s) determines the benefits and is held accountable by showing to corporate, program management, or the customer that the project's projected benefits are in fact realized. This will very certainly necessitate a commitment that extends beyond the project's lifespan.

More than one person may be required to represent the users if necessary.

Read Less Read More

Project Manager

Project Management Officer (PMO)

So, once we have our project and it has been approved by upper management as the current initiative, it is up to one person to ensure that the project is completed successfully, and that person is the project manager. The project manager in theory is in charge for the delivery of the project. However, the project manager still needs to report to someone and that someone is the project board, but we will discuss project boards and their role later. The project manager bear responsibility for the project's success. And, for a project to be successful, it must achieve the project's specific goal within the previously agreed-upon time and budget constraints. Everything must fit neatly into the previously discussed project management triple constraint triangle. In fact, by accepting the position of project manager for a project, the project manager implicitly agrees to work within these constraints while still meeting the goal.


It is the project manager's responsibility to assess project constraints, and if a constraint is not achievable, the project manager must explain why to whoever proposed the project and negotiate for additional time, resources, or a change to the goal itself. Of course, a project manager has every right to refuse to lead a project if they believe the gap between set constraints and realistic expectations is too large. In real life, however, time and resources are usually insufficient to complete the task. A project manager is frequently held responsible for multiple projects at the same time.


So, what exactly is meant by "accountable?" The formal definition would be to commit to achieving a specific result and then follow through on that commitment. It is simple enough, but it is much easier said than done. Project managers are responsible not only for their own tasks, but also for all tasks that other parties must work on and finish. Members of the project team, support functions, managers, vendors, and other stakeholders are all included, basically any work that is critical to the project's progress. To ensure the project's success, the project manager must have complete control and visibility overall project-related work and be able to act quickly. When they notice that something is not going as planned, they will be there to help others overcome their obstacles and stay motivated, all while going about their daily business.


The project includes many different people and organizations, but the project manager is the project's face and the point of contact for any questions or concerns about their project. Including all tasks completed by others. But imagine what project managers have to deal with. They must be able to manage work that they may not have prior experience with. They must also manage the experts performing this work and ensure that they deliver on time. Furthermore, they must successfully interact with professionals at all levels of seniority, from office juniors to members of the public all the way to CEOs. They must take ownership of their project and every cog in it. They are held accountable for everything, and with that comes the authority to make decisions and act. But what makes them deserve such power? Their knowledge, skills, attitude, and practical experience.


Let us look at the types of skills and knowledge you will find in a project manager. The first are project management skills and business knowledge. Beginning with Project Manager Fundamentals, leading project work, dealing with project issues, and understanding of the Project Life Cycle. Then there's planning, project critical area quality management, effective communication, and working with project management tools and documents. Topping it off with business analysis skills, business acumen, project manager awareness and knowledge, and industry standards.


The second characteristic is proficiency in workflow management. Examples include business analysis, efficient project work organization, defining who is responsible and the due date. Problem-solving abilities, interpersonal skills, and the ability to motivate the project team are all required.


The final aspect is your strategy and leadership abilities. Negotiation, project management, project portfolio management, working towards the overall program's strategic objectives, influencing shareholders, and promoting the values and benefits of the project or program to the business strategy are just a few examples. These more advanced skills typically develop after a project manager has gained experience and is able to connect previously unseen dots.


It is important to note that this is not a definitive order, but rather a rough example of how a project manager's skills evolve over time and experience. Starting with the first, a project manager is more likely to gain fundamental knowledge first, then move on to planning, and finally to the second because they have learned to communicate through execution. The project manager is learning skills from both areas at the same time. However, if the project manager wishes to focus on strategy and leadership, the order may change. It is nearly impossible for a project manager to stop learning and improving across the board. That is a lot of skills and knowledge, but keep in mind that not everything in project management is about skills. We could have the world's smartest or most skilled project manager, but if they do not have people skills, the team will get very little done. The project manager's attitude, as well as their professionalism, are critical.


We have spoken a lot about the project manager and their role in a project being successful, however let us remember that the success of a project is not down to the project manager, the success if down to everyone that has been involved in the project, so success is a team effort and not solely the effort of a single individual.

Read Less Read More

So far, we have discussed what a project manager does and the skills they possess. Now is a good time to go over some terminology, specifically 5 terms. The first is the project management office, abbreviated as PMO. This is the name of the Department in charge of project management, coordination, and consulting. Project and program managers, project coordinators, analysts, and other professionals work in the PMO. All are working to ensure that the organization's projects are properly managed. The size and structure of PMOs will differ from one company to the next. Organizations that are more dynamic and changing typically require a peer to govern project work. Companies that work primarily with projects are structured in such a way that teams can easily form to execute projects, whereas industrial companies rarely require a significant PMO unit. Consulting firms, for example, are almost entirely organized as a PMO. They must be able to easily form project teams that work for various clients. On the other hand, an industrial company producing steel, for example, will have well-standardized operations that do not require it, the other unit, to be maintained. A piano unit's role and importance can also vary. If a PMO oversees project selection, they will play a strategic role. When given the responsibility to lead the project management, the project portfolio management can take on a more execution-focused role. The role is to assist where PMO employees can by reporting on project progress and ensuring that the project work is completed within established standards.

Read Less Read More

Project Team

Project Stakeholders

A project team is present in every project. The project team is made up of experts who oversee carrying out the work. Managers, coordinators, and, in the case of larger projects, construction workers and the responsible supervisor. In other words, anyone who is directly involved in the project. These can come from various departments as well as external employees, companies, and vendors. Consultants, coaching professionals, hardware and equipment, vendors, and so on.

Read Less Read More

Following that, project stakeholders, or all individuals or organizations who participate in a project and can influence or are influenced by the project, work, and results, are considered. These can include management, customers, competitors, vendors, clients. If a new road was being built in a town, then the people living in the town influenced by your work, and if there are significant delays, they may draw media attention to the issue. You could also have an impact on the project's work this way. It is important to remember that stakeholders can have an impact on project work even if they are not directly involved in it. Yes, the project manager and project team are also stakeholders.

Read Less Read More

Program Management

Project Portfolio Management

The coordinated management of multiple projects that have similarities is referred to as program management. Similar goals, resources, and so on. The organization gains advantages by managing them as a program and realizing efficiencies and synergies. For example, if your company wants to implement similar software in European branches, and each country requires a separate project, managing it in a program would be more efficient. The project managers may be able to assist one another.

Read Less Read More

Finally, there is project portfolio management. This is the phrase used to describe the coordinated management of multiple programs and projects.

Read Less Read More