Page 26 - DMGT521_PROJECT_MANAGEMENT

Unit 1: Introduction to Projects

To explain to the Steering Group, other stakeholders, the project manager and BCM how Notes
the responsibilities are split over the project manager and BCM, we have also developed
a RACI matrix and a standard role description. These are then discussed by the project
manager and BCM, and if necessary the sponsor, at the start of the project. They are then
tailored for the specific project, but have proven to be an 80-90% fit at the start.
Does This Work?
We have now started a number of projects this way, and the project manager finds that it
gives clarity on the main roles at the start of the project. Also, there is little chance that the
BCM will try and run the project, normally they have their hands full with the business
change anyway! So the BCM is happy to know that there is someone else responsible for
the day-to-day running of the project. A number of projects that started with this structure
have completed, and the feedback from the customers has been good. On review the
project managers feel that this approach works well, and also gives enough room for
tailoring to the needs of the individual project.
In Summary
This problem only occurs in projects that are not part of a programme, but in my team we
have a large number of these. Having a project manager and a BCM, with clear
responsibilities and the capabilities to match, greatly increases the chance of success in the
project team. I am aware that this is probably not the only way to solve this dilemma, and
would like to hear from people who have other ideas and experiences, even if they are
contradictory to mine!
Question:
1. Analyse the case and discuss the case facts.

Source: http://www.projectsmart.co.uk/who-is-the-project-manager.html

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