A project is commonly a planned-time activity which aims at producing a specific outcome or output (Turner 2014, pg. 378). An example of a project is the process of developing a major but a new computer system. To this end, the process of project management involves organizing, managing, and planning the efforts of the project team to achieve or complete the project successful. As such, a project's team need to be skilled in managing the project. This paper analyses the roles and responsibilities of a project board. The team engaged in a project has members derived from various groups, but they work together in fulfilling the activities of the project to accomplish it in full (Kerzner and Kerzner 2017, pg. 119). Therefore, project teams are used only for a limited time regarding the life of the project. A project team or a board undertakes various roles and responsibilities that apply differently to the project but entirely these roles aid in completing the project.
The process of managing any project involves five critical phases (Burke 2013, pg. 583). These phases include initiation, planning, execution, monitoring and control, and project closure. The first member of the project board is the project owner. The project owner is in charge of the success of the project (Meredith and Mantel 2011, pg. 393). The project owner possesses operational responsibility to ensure that there is service delivery within the entire project. As such, the project owner is the executive. The second member of the project board according to the case study is the senior user. The senior user chairs the project and all the user groups involved in the project (Larson et al. 2014, pg. 713). The senior user is in charge of the project.
For this reason, the senior user ensures that the needs of the project users are addressed and also makes sure there is stewardship of the requirements of the project users. The next member of the project board according to the case study is the senior supplier. The primary role of the senior supplier is to ensure that the products or the assets meet the service delivery needs of the project (Burke 2013, pg. 817). For this reason, the senior supplier is a representative of the organization that supplies the project team with the required assets for completing the project. Due to changes in the project, senior suppliers might change.
The next members of the project board according to the case study are the strategic advisor's group. The role of the advisor's group is to provide a forum through which stakeholders can raise issues directly to the project owner (Wysocki 2011, pg. 973). The people in charge of the project such as the project director needs to establish communication protocols through which project stakeholders will be kept updated with the progress of the project. The people that make up the strategic advisors group are managers that come up from the organizations that contribute to or fund the project. The project governance model comprises two key paths. These include the decision making a path and the advisory or the feedback path. To this end, the decision making path comprises of the investment and decision group, the project board, and the project team. Conversely, the advisory and feedback path comprises of the strategic advisor's group chaired by the project owner and the strategic working group chaired by the project director. There is a need to have coordination in these two paths to ensure that the project is successful.
A project team or a board undertakes various roles and responsibilities that apply differently to the project, but entirely these roles facilitate in the completion of the project. A project is usually a planned-time activity which aims at producing a specific outcome or output. To enhance the accomplishment of the venture, every member of the board needs to be aware of their roles and responsibilities. Also, there is a need to have an inter-working relationship in the project governance model to ensure that the entire team in charge of completing the project works together to ensure the successful completion of the project.
Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA.
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.
Larson, E.W., Gray, C.F., Danlin, U., Honig, B. and Bacarini, D., 2014. Project management: The managerial process (Vol. 6). Grandview Heights, OH: McGraw-Hill Education.
Meredith, J.R. and Mantel Jr, S.J., 2011. Project management: a managerial approach. John Wiley & Sons.
Turner, J.R., 2014. Handbook of project-based management (Vol. 92). New York, NY: McGraw-Hill.
Wysocki, R.K., 2011. Effective project management: traditional, agile, extreme. John Wiley & Sons.
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