In PRINCE2 7, within the Organizing practice, role descriptions are fundamental artifacts used to define the project management team structure. Their primary purpose is to ensure that every individual involved in the project understands what is expected of them, to whom they report, and who reports…In PRINCE2 7, within the Organizing practice, role descriptions are fundamental artifacts used to define the project management team structure. Their primary purpose is to ensure that every individual involved in the project understands what is expected of them, to whom they report, and who reports to them. This clarity prevents the duplication of effort, omission of critical tasks, and confusion regarding decision-making authority.
A standard PRINCE2 role description typically includes the role title, the person assigned, the purpose of the role, specific responsibilities, reporting lines (reports to and takes direction from), and the required skills or competencies. Crucially, these descriptions must be agreed upon and confirmed during the initiation stage and included in the Project Initiation Documentation (PID).
PRINCE2 7 emphasizes that roles are not necessarily full-time jobs; they are specific sets of responsibilities. The methodology allows for tailoring: roles can be combined (one person fulfilling multiple roles) or shared (multiple people fulfilling one role), provided that conflicts of interest are avoided. For instance, the Project Manager cannot also perform Project Assurance or be the Executive, as this compromises independent oversight. However, to ensure a single point of accountability, the Executive role specifically should not be shared.
Furthermore, effective role descriptions support the 'People' element central to PRINCE2 7. By clearly defining expectations, the project establishes a framework for effective communication, delegation, and performance management. This ensures that the temporary project organization operates efficiently alongside the permanent business organization, securing the necessary resources and commitment to deliver the project's products within agreed tolerances.
Mastering Role Descriptions in PRINCE2 Practitioner v7: The Organizing Practice
Introduction to Role Descriptions In the PRINCE2 v7 Organizing practice, Role Descriptions are vital management products. They ensure that every individual involved in the project understands what is expected of them, what authority they possess, and how they relate to others in the project management team structure.
Why are they important? Projects are temporary organizations that often bring together people from different departments or companies. Without clear definitions: 1. Duplication of effort occurs when multiple people try to do the same task. 2. Gaps in responsibility arise when tasks are ignored because everyone assumes someone else is doing them. 3. Decision-making delays happen when it is unclear who has the authority to approve changes or resources.
What is a Role Description? A Role Description outlines the responsibility, authority, relationships, and skills required for a specific role. In PRINCE2, roles are categorized into levels: Direction (Project Board), Management (Project Manager), and Delivery (Team Manager).
How it works Role descriptions are drafted during the Starting a Project process (specifically for the Project Management Team) and finalized during Initiating a Project as part of the Project Initiation Documentation (PID). throughout the project, they may need to be updated if the project scope changes or if tailoring is applied.
Key PRINCE2 Roles: - Project Board: Accountable for the success of the project. Includes the Executive (Business), Senior User (User/Requirements), and Senior Supplier (Supplier/Resources). - Project Manager: Responsible for day-to-day management. - Team Manager: Responsible for delivering the products. - Project Assurance: Independent check that the project is on track (Business, User, and Supplier assurance). - Project Support: Administrative services and advice on tools/methods.
How to Answer Questions regarding Role Descriptions In the Practitioner exam, you will likely face scenarios where you must determine if a person is acting within their role, or if the correct role has been assigned a specific task. To answer these: 1. Identify the Interest: Is the issue regarding Business justification (Executive), Product usage (Senior User), or Product creation/resources (Senior Supplier)? 2. Check the Level: Is the decision strategic (Board) or operational (Manager)? 3. Verify Tailoring: Has the scenario combined roles? (e.g., The Project Manager can also perform Project Support, but cannot perform Project Assurance).
Exam Tips: Answering Questions on Role Descriptions Tip 1: Accountability vs. Responsibility. Watch the wording carefully. The Executive is ultimately accountable for the project, while the Project Manager is responsible for daily management. If a question asks who takes the blame for project failure, look toward the Executive.
Tip 2: The Project Assurance Trap. A common trap is confusing Project Assurance with Project Support. Remember: Assurance is about checking, auditing, and ensuring standards (governance), while Support is about administration, filing, and using tools. The Project Manager cannot do their own Assurance, but they can do their own Support.
Tip 3: Combining Roles. You will often see questions about tailoring the team for a small project. Remember the golden rule: The Executive and the Project Manager cannot be the same person. This ensures a separation between the person spending the money (PM) and the person holding the budget (Executive).
Tip 4: Senior User vs. Executive. If the question is about funding or value for money, think Executive. If the question is about specifying benefits, requirements, or signing off product acceptance, think Senior User.