In the context of PRINCE2 7, the Project Management Team (PMT) structure is a temporary organizational hierarchy established by the Organizing practice to define accountability and responsibility. Its primary purpose is to ensure that the right people are involved in decision-making and that there …In the context of PRINCE2 7, the Project Management Team (PMT) structure is a temporary organizational hierarchy established by the Organizing practice to define accountability and responsibility. Its primary purpose is to ensure that the right people are involved in decision-making and that there is a clear separation between directing, managing, and delivering the project.
The structure operates on four levels:
1. **Commissioning:** Corporate, Programme Management, or the Customer sits above the PMT, providing the project mandate and budget.
2. **Directing:** The Project Board is accountable for the project's success. It represents three interests: Business (Executive), User (Senior User), and Supplier (Senior Supplier). The Executive is ultimately accountable for the Business Case.
3. **Managing:** The Project Manager is responsible for day-to-day management, ensuring the project delivers products within agreed tolerances.
4. **Delivering:** The Team Manager ensures the production of products according to quality, time, and cost requirements.
Supporting roles include **Project Assurance** (monitoring performance independently of the Project Manager), **Change Authority** (delegated authority to approve changes), and **Project Support** (administrative assistance).
For a Practitioner, the key is **tailoring**. The structure must adapt to the project's scale, complexity, and risk. While roles can be shared or combined (e.g., the Project Manager performing Project Support duties), specific rules prevent conflicts of interest—most notably, the Executive and Project Manager cannot be the same individual to preserve the distinction between direction and management. Furthermore, while tasks can be delegated, accountability cannot; single individuals should hold specific roles to ensure decisive leadership.
Mastering the Project Management Team Structure in PRINCE2 Practitioner v7
Introduction to the Concept The Project Management Team Structure is a fundamental component of the PRINCE2 Organizing practice. It establishes a temporary organization created for the purpose of delivering one or more business products. Unlike a permanent corporate hierarchy, this structure is flexible, temporary, and focused solely on the project's lifecycle.
Why is it Important? A defined structure is critical to prevent confusion and project failure. Its primary importance lies in: 1. Accountability: It ensures every task and decision has a single point of accountability. 2. Representation: It guarantees that the three primary project interests—Business (value for money), User (requirements and usage), and Supplier (delivery expertise)—are represented in decision-making. 3. Delegation: It allows for Management by Exception by establishing clear levels of authority (Directing, Managing, and Delivering).
What is it? The Structure Levels The team structure is divided into four layers of management, though only the bottom three are part of the actual project team: 1. Corporate, Programme Management, or Customer: Sits outside the project team. They provide the mandate and set the overall context. 2. Directing (The Project Board): Accountable for the project's success. This layer includes: - Executive: Ultimate accountability, representing the Business interest. - Senior User: Represents those who will use the project's products. - Senior Supplier: Represents those delivering the products. 3. Managing (The Project Manager): Responsible for day-to-day management on behalf of the Project Board within agreed tolerances. 4. Delivering (The Team Manager): Responsible for delivering the specialist products. This role is optional; if not assigned, the Project Manager performs these duties.
Supporting Roles Project Assurance: Monitors all aspects of the project's performance and products independently of the Project Manager. This is the responsibility of the Project Board members but can be delegated. Project Support: Provides administrative services, advice, and guidance. It supports the Project Manager and Team Managers. Change Authority: A role delegated by the Project Board to authorize changes or off-specifications within a specific budget.
Exam Tips: Answering Questions on Project Management Team Structure In the PRINCE2 Practitioner exam, questions are scenario-based. Use the following strategies:
1. Check for Conflicts of Interest (Combining Roles) You will often be asked if a specific person can hold two roles. Apply these rules: - The Executive and Project Manager roles cannot be shared by the same person (accountability vs. daily management). - The Project Manager and Project Assurance roles cannot be shared (you cannot audit your own work). - The Senior User and Senior Supplier roles generally should not be combined (conflict between 'what we want' and 'what it costs/technical constraints').
2. Identify the Missing Interest If a scenario describes a project failing to meet needs or going over budget, analyze the Project Board structure. Is the Senior User missing? (Result: Products don't meet requirements). Is the Senior Supplier missing? (Result: Unrealistic timescales or technical failure).
3. Tailoring to Context The exam tests your ability to tailor. For a small internal project, one person might act as both Executive and Senior User. For a complex project, the Project Support role should probably be a separate individual rather than done by the Project Manager. Choose answers that fit the complexity and risk of the scenario.
4. Reporting Lines Remember that Project Assurance reports to the Project Board, not the Project Manager. Project Support reports to the Project Manager (or Team Managers). Ensure the scenario respects these lines of communication.