In PRINCE2 7, the Project Board is the central decision-making body, holding ultimate accountability for the project’s success. It provides unified direction by representing three distinct interests: the Business (Executive), the User (Senior User), and the Supplier (Senior Supplier). The Board ope…In PRINCE2 7, the Project Board is the central decision-making body, holding ultimate accountability for the project’s success. It provides unified direction by representing three distinct interests: the Business (Executive), the User (Senior User), and the Supplier (Senior Supplier). The Board operates on the principle of 'Management by Exception,' delegating day-to-day management to the Project Manager while retaining control over high-level decisions.
The responsibilities are divided among specific roles. The **Executive** owns the Business Case and is responsible for value for money, acting as the key decision-maker. The **Senior User** specifies the project requirements, ensures the solution meets operational needs, and is accountable for realizing the benefits. The **Senior Supplier** provides the resources and skills to produce the outputs, ensuring the technical integrity and quality of the solution.
Collectively, the Project Board's duties within the 'Directing a Project' process include authorizing the start of the project and each subsequent stage. They review and approve Stage Plans and Exception Plans, ensuring the project remains viable, desirable, and achievable. They serve as the escalation point for issues that exceed the Project Manager's tolerances. Furthermore, the Board is responsible for Project Assurance—monitoring the project's performance and products independently of the Project Manager to ensure standards are met. Finally, they authorize project closure, confirming that the project has delivered the agreed capabilities and that the handover to business as usual is complete.
PRINCE2 Practitioner V7: Guide to Project Board Responsibilities
What are Project Board Responsibilities? In PRINCE2, the Project Board is the primary decision-making body of the project. It is accountable to corporate, programme management, or the customer for the success of the project. The board is not responsible for the day-to-day management (which lies with the Project Manager) but rather for Directing a Project. The board represents the three primary interests of the project: Business, User, and Supplier.
Why is this Important? Without a properly functioning Project Board, a project lacks authority and direction. Their responsibilities are crucial because: 1. Accountability: They ensure the project remains viable and aligned with corporate strategy. 2. Resource Allocation: They provide the necessary resources and funds. 3. Management by Exception: They set tolerances, allowing the Project Manager to work autonomously within agreed limits, only stepping in when critical issues arise.
How it Works: The Three Roles The Project Board duties are distributed among three specific roles:
1. The Executive (Business Interest) The Executive is the key decision-maker and is ultimately accountable for the project's success. They ensure the project provides value for money. Key Responsibilities: - Owning and approving the Business Case. - Securing funding. - Appointing the Project Manager and Team Managers (if necessary).
2. The Senior User (User Interest) Representing those who will use the project's products. They are accountable for specifying the needs and realizing the benefits. Key Responsibilities: - Specifying the project requirements/constraints. - Ensuring the solution will meet user needs. - Demonstrating to corporate that the forecasted benefits are realized after the project closes.
3. The Senior Supplier (Supplier Interest) Representing those who will design, develop, facilitate, and implement the project's products. They are accountable for the quality of the deliverables. Key Responsibilities: - Advising on the technical feasibility of the solution. - Allocating supplier resources. - Ensuring the products meet the quality criteria.
General Collective Responsibilities Together, the board performs specific activities within the Directing a Project process: - Authorize Initiation: Approving the Project Brief. - Authorize the Project: Approving the Project Initiation Documentation (PID). - Authorize a Stage or Exception Plan: Reviewing end-stage reports and approving the next steps. - Give Ad-hoc Direction: responding to Issue Reports or Exception Reports raised by the Project Manager. - Authorize Project Closure: Confirming the project has delivered what was asked.
Exam Tips: Answering Questions on Project Board Responsibilities In the PRINCE2 Practitioner exam, questions often present a scenario and ask who should perform a specific action or whether a decision was correct. Use the following guide to answer these questions:
1. Distinguish 'Managing' from 'Directing' If an option suggests the Board is writing a detailed plan or supervising a team member daily, it is usually incorrect. The Board authorizes and approves; the Project Manager plans and manages.
2. Identify the Interest Look at the nature of the problem in the scenario: - Is it about money, budget, or justification? The Executive decides. - Is it about product requirements, functionality, or benefits? The Senior User decides. - Is it about technical resources, specialist teams, or design feasibility? The Senior Supplier decides.
3. Look for 'Accountable' vs 'Responsible' The Project Board is accountable for success. If a question asks who is accountable for the Business Case, it is the Executive (even if the PM wrote it). If a question asks who is accountable for the benefits realization plan, it is the Senior User.
4. Management by Exception If a scenario describes a minor issue within tolerance, the Board should not be involved. If the scenario describes a projected breach of tolerance (time, cost, quality), the Board must make a decision based on an Exception Report.
5. Decision Gates Remember that the Board's main control points are at the end of stages. If a question asks when the Board reviews viability, look for End Stage Assessments.