In the context of the PRINCE2 7 'Starting Up a Project' process, the activity to 'Design and Appoint the Project Team' is critical for establishing a robust governance structure before significant resources are committed. The primary objective is to determine the project management structure and ap…In the context of the PRINCE2 7 'Starting Up a Project' process, the activity to 'Design and Appoint the Project Team' is critical for establishing a robust governance structure before significant resources are committed. The primary objective is to determine the project management structure and appoint the right individuals to specific roles, ensuring accountability and effective decision-making.
The Executive, usually appointed first, works with the Project Manager to design the team. This involves defining the composition of the Project Board, which must represent the three primary interests: Business (Executive), User (Senior User), and Supplier (Senior Supplier). Beyond the board, the structure includes Project Assurance, Team Managers, and Project Support roles. In PRINCE2 7, there is a heightened emphasis on the 'People' element; therefore, appointments are based on capabilities, authority, availability, and soft skills, not just job titles.
During this activity, Role Descriptions are created to clearly define responsibilities, authority levels, and relationships. This prevents role ambiguity and ensures that all aspects of project governance—such as risk management and change control—are covered. The activity also involves deciding whether a separate Change Authority is needed or if the Project Board will retain this function.
The output is the 'Project Management Team Structure' (part of the Project Brief). It serves as a temporary structure for the startup phase but is usually intended to carry through the project lifecycle. By explicitly designing and appointing the team early, the project ensures that necessary leadership is in place to direct the subsequent 'Initiating a Project' process and that all stakeholders understand who is responsible for what.
Design and Appoint the Project Team: PRINCE2 Practitioner v7 Guide
Introduction to the Activity In the PRINCE2 7th Edition methodology, Design and Appoint the Project Team is a critical activity within the Starting Up a Project process. While the Executive and Project Manager are appointed in the very first activity of the process, this specific activity focuses on establishing the rest of the project management team structure, including the Project Board (Senior User and Senior Supplier), Project Assurance, and Project Support.
Why is it Important? A project cannot succeed without a clear governance structure. This activity is vital because: 1. Decision Making: It establishes who is accountable and responsible for decisions. 2. Stakeholder Representation: It ensures that business, user, and supplier interests are represented from the start. 3. Clarity: It defines lines of authority and reporting, preventing confusion later in the project.
How it Works The Executive (supported by the Project Manager) is responsible for this activity. The workflow generally involves: 1. Analyzing Stakeholders: Reviewing the project mandate to identify key stakeholders who must be represented on the Project Board. 2. Designing the Team: Creating a structure appropriate for the project's scale and complexity (tailoring). 3. Defining Roles: Preparing role descriptions that outline responsibilities, authority, and required skills. 4. Appointing Members: Negotiating with line management to secure the necessary people for the Project Board, Project Assurance, and Team Manager roles. 5. Confirming Availability: Ensuring the appointees can commit the necessary time.
Exam Tips: Answering Questions on Design and Appoint Project Team When facing Practitioner exam questions regarding this activity, focus on the following logic:
1. Combining Roles (Tailoring) The exam often tests your knowledge of which roles can be combined. Remember: - The Executive and Project Manager cannot be the same person (segregation of duty between decision-maker and manager). - The Project Board members should not delegate their assurance duties to the Project Manager. - The Senior User and Senior Supplier can be the same person if there is no conflict of interest, but this is rare.
2. Stakeholder Engagement Questions may ask for the source of information used to design the team. The answer is often the Stakeholder Analysis (or engagement strategy). You cannot appoint a team without knowing who the stakeholders are.
3. Responsibilities If a question asks who is responsible for appointing the Project Management Team, the Executive leads this, but the Project Manager creates the role descriptions and structure diagrams. Corporate, Programme Management, or the Customer appoints the Executive, but the Executive appoints the rest of the team.
4. Competence vs. Seniority In scenario questions, look for candidates who have the authority to make decisions (e.g., commit resources or define requirements). A Senior User must be able to specify user needs; a Senior Supplier must be able to commit supplier resources. If a candidate lacks authority, they are a bad choice for the Project Board.
5. Soft Skills (People Aspect) PRINCE2 v7 emphasizes the 'People' element. Answers that consider the candidate’s ability to work collaboratively, their availability, and their soft skills are often the correct 'Practitioner' level choices.