PRINCE2 2009 - Directing Projects with PRINCE2 part 56
of the Cabinet Office under delegated authority from the Controller of HMSO.
Give ad hoc direction
Communication
Outside the teamLarger projects, particularly, will have an agreed Communication Management Strategy and Project Board members usually have important roles to play in formulating and delivering consistent messages about the project’s objectives and progress.
The Executive is concerned to keep corporate business and programme management informed and to manage expectations at that level.
The Senior Users are concerned to manage the expectations of personnel who may not be involved in the project but will be impacted by its outcome - also, perhaps, customers and clients (including the public?) who may have some contact with the project’s products.
Often the Senior Suppliers’ concerns will be keeping their own, separate corporate and programme management informed and managing supplier business expectations - indeed, monitoring the viability of the suppliers’ own Business Cases.
Whether or not they represent external organizations, the Senior Suppliers may wish to promote the work of the project - e.g. any successes or innovations - in a sales, marketing or perhaps just a professional career context.
Formulating messages for newsletters, presentations, press releases etc. - or actively communicating the messages at promotional events - may represent a significant proportion of Project Board members’ ad hoc commitments.
Within the teamIt is essential that Project Board members make themselves accessible to the Project Manager.
An open-door policy is often a practical necessity, i.e. for sound decision making but, more than that, it is also a public demonstration that the Project Manager carries the delegated authority of the Project Board.
Similar considerations apply for contacts with personnel who have delegated Project Assurance responsibilities.
However, the aim is to operate as a cohesive project management team: Project Assurance should be encouraged to support the Project Manager (who carries the accountability), to advise and inform rather than instruct or ‘police’.
Project work typically entails more risk than other business activity.
It can often be challenging and stressful.
Project Board members who are seen to be involved, who demonstrate commitment to the project and provide a steady hand at the wheel can have an effect on overall team morale which is disproportionate to the time they have to commit.
All references above are in Directing Successful Projects with PRINCE2® unless stated otherwise.
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Managing Successful Projects with PRINCE2 - 2005 edition
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