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PM2 Methodology Roles (English version)

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PM2 roles from a Project Management perspective

Source: Project Management Methodology Guide. Open Edition V.1.0. Pg 19. EC. CoEPM2

Some weeks ago I referred to the Project Management Methodology sponsored by the European Commission, PM2. It begins to move further away the civil servants and can already be perceived a great asset for professionals outside the European Institutions.

In this post I want to comment on the role of people involved in PM2. The way PM2 shapes roles is really appealing to me. It leaves it clear who does what in an organization, who is accountable, responsible, supports, consulted and informed about each activity.

1.1. Business layers

 

As we can see in the “y” axis we can tackle roles according to its distribution in the layers. We are going to describe each of the layers so that you can visualize the roles of your project.

1.1.1. The Business Governing Layer

This layer is hierarchically the top one. The Committees that form this layer define the business strategy. Could you guess which are their attributions? Yes, this is a layer that deals with budgetary issue and business strategy. It decides over investments and resources.

1.1.2. Steering Layer

Who do you think should report to the Business Governing Layer and thus be perfectly aligned with its strategy? It is the Steering Layer, with representatives of the Directing and Management layers, that will be explained now.

1.1.3. Directing Layer

The Directing Layer champions the project and owns its Business Case. It is responsible of getting the resources and monitoring the project performance so that it fulfils the objectives. It includes the roles of Project Owner (PO) and Solution Provider (SP).

1.1.4. Managing Layer

Based on daily operations, roles in this layer organize, monitor and control the work to be done to produce the project deliverables and implement them in the organisation. They Report directly to the members of the Directing Layer. Roles in this layer are the Business Manager (BM) and the Project Manager (PM). Both roles have to get on well.

1.1.5. Performing layer

These are the professionals who actually execute the project, they are in charge of producing the deliverables and implementing them. They report to the managing layer. Roles in this layer are  the Business Implementation Group (BIG) and the Project Core Team (PCT).

2. Roles by layers

We have already seen that the organisation structure layers provide a scenery for work, where representatives of each layer have his roles and responsibilities assigned. Governance roles, advisory ones, operations, support or managerial. In each layer, roles can also be divided into requestors ones and providers ones. Let us focus on the next roles:

  • Appropriate Governance Body (AGB)
  • Project Steering Committee (PSC)
  • Project Owner (PO), Solution Provider (SP)
  • Business Manager (BM), Project Manager (PM)
  • Business Implementation Group (BIG), Project Core Team (PCT)
  • Project Support Team (PST)

For each of them pay attention if:

  1. It is a governing role, an advisory one, operational, support, if it has some decision power, if it is an actor/executor
  2. It is a key decision body, key role or optional role
  3. It is a requestor side role or a provider side one
  4. It is a Group or individual role
  5. I will also include some role attributions extracted from the PM2 Methodology

2.1. (AGB) Appropriate Governance Body

PM2, PMBOK, PMI, EC

  • It is a governance body
  • It is a key decision body
  • It applies to both request or provider side
  • It is a group role
  • Some of its responsibilities are:
    • Define the corporate and business domain strategy
    • Agree and implement a portfolio management framework to realize strategic objectives
    • Plan de strategy implementation by identifying, evaluating and authorizing programs and project for implementation

2.2. (PSC) Project Steering Committee

PM2, PMBOK, PMI, EC

 

  • It is an advisory and decision body
  • It is a key decision body
  • It applies to both request or provider side
  • It is a group role and permanently includes:
    • Project Owner (PO)
    • Business Manager (BM)
    • Solution Provider (SP)
    • Project Manager (PM)
  • Some of its responsibilities are:
    • Champion the project and raises awareness at senior level
    • Guide and promotes the successful execution of the project at a strategic level
    • Ensures adherence to the organization’s policies and rules
    • Authorises plan deviation and scope changes with high project impact and decides on recommendations
    • Approves and signs-off all key management milestones artefacts (we will talk about them in future posts)

2.3. Project Owner (PO) and Solution Provider (SP)

PM2, PMBOK, PMI, EC

 

These are two roles related to the directing layer. The first one refers to the requestor side and the second one to the provider side.

2.3.1. Project Owner (PO)

The Project Owner is the key project decision maker and is accountable for the project’s success.

  • It is a role with some decision power
  • It is a key role
  • It applies to the requestor side
  • It is an individual role
  • It chairs the Project Steering Committee (PSC)
  • Some of its responsibilities are:
    • Act as the project champion, promoting the project’s success
    • Provides leadership and strategic direction to the Business Manager (BM) and Project Manager (PM)
    • Sets the business objectives and defines the Business Case for the project
    • One the project risks
    • Approves and signs-off all key management milestones artefacts (we will discuss them in future posts)

2.3.2. Solution Provider (SP)

The Solution Provider assumes average accountability for project deliverables.

  • It is a role with some decision power
  • It is a key role
  • It applies to the provider side
  • It is an individual role
  • It is a key member of the Project Steering Committee (PSC)
  • Some of its responsibilities are:
    • Represents the interests of those who design, deliver, procure and implement the project’s deliverables
    • May help the Project Owner (PO) to define the project’s Business Case and objectives
    • Assumes overall accountability for project deliverables and services requested by the Project Owner (PO)

2.4. Business Manager (BM), Project Manager (PM)

PM2, PMBOK, PMI, EC

 

These are two roles related to the managing layer. The first one refers to the requestor side and the second one to the provider side.

2.4.1. Business Manager (BM)

The Business Manager represents the Project Owner (PO) in daily basis within the project and collaborates closely with the Project Manager (PM).

  • It is an actor /executor role
  • It is a key role
  • It applies to the requestor side
  • It is an individual role
  • It is a key member of the Project Steering Committee (PSC)
  • Some of its responsibilities are:
    • Assists the Project Owner (PO) in defining the project’s details and main business objectives
    • Coordinates the Business Implementation Group (BIG) and acts as a liaison between the User Representative (UR) and the provider organisation
    • Ensures that the products delivered by the project fulfilled the user’s needs

2.4.2. Project Manager (PM)

The project Manager (PM) manages the project on a daily basis and is responsible for the qualitative product delivery within the imposed constraints.

  • It is an actor /executor role
  • It is a key role
  • It applies to the provider  side
  • It is an individual role
  • It is a key member of the Project Steering Committee (PSC)
  • Some of its responsibilities are:
    • Is responsible for creating almost all management artefacts and proposes them for approval to the Project Owner or the Project Steering Committee
    • Liaises between the Directing and Performing Layers of the project
    • Ensures the products’ controlled evolution by implementing the Project Change Management Plan

2.5. Business Implementation Group (BIG) and Project Core Team (PCT)

PM2, PMBOK, PMI, EC

These are two roles related to the performing layer. The first one refers to the requestor side and the second one to the provider side.

2.5.1. Business Implementation Group (BIG)

El Business Implementation Group (BIG) is made of business and user groups.

2.5.1.1. Business representatives

They are responsible for implementing the business changes that need to be in place for the organization to be able to effectively integrate the project deliverables into everyday work.

  • It is an operational role
  • It is a key role
  • It applies to the requestor  side
  • It is a group role
  • It is a member of the Project Steering Committee (PSC) on request
  • Some of its responsibilities are:
    • Under the coordination of the Business Manager (BM) this group plans and implements the activities needed to achieve the desired business changes as described in the Business Case and the Business Implementation Plan
    • Advises the Business Manager (BM) on the organization’s readiness to change
2.5.1.2. User representatives (URs)

They represent the interests of the project’s end-users. They are part of the Business Implementation Group (BIG). Involving User Representatives (URs) throughout the project’s duration is important. It ensures that they know what is happening within the project have a sense of ownership and motivation and validate requirements in regular intervals which ensures that the deliverables are fit for business purposes.

  • It is an operational role
  • It is a key role
  • It applies to the requestor side
  • It is a group and individual role
  • It is a member of the Project Steering Committee (PSC) on request
  • Some of its responsibilities are:
    • Helps define business needs and requirements
    • Ensures that the project specifications and deliverables meet the needs of all users
    • Participates in demonstrations and pilot phases as needed

2.5.2. Project Core Team (PCT)

These are specialist roles responsible for creating the project deliverables. Some roles you may recognize are those of Contractor’s Project Manager (CPM) and Assistant Project Manager (APM)

  • It is an operational role
  • It is a key role
  • It applies to the provider side
  • It is a group role
  • It is a member of the Project Steering Committee (PSC) on request
  • Some of its responsibilities are:
    • Contributes to the development of the project scope and the planning of project activities
    • Produces project deliverables

2.6. Project Support Team (PST)

PM2, PMBOK, PMI

People responsible for providing support to the project. Son examples of this role are the Project Support Office (PSO) and the Project Quality Assurance (PQA)

  • It is a support role
  • It is an optional role
  • It applies to the provider  side
  • It is a group role
  • It is a member of the Project Steering Committee (PSC) on request
  • Some of its responsibilities are:
    • Provides administrative support to the project
    • Supports the Project Manager (PM) in planning, monitoring and controlling the project

 

This post in based on the PM2 Methodology. This information can be amplified with the PM2 Methodology material that you can find at the PM2 community at the project wiki, and at the project page.