PPMP20010 Executing and Closing Projects For Governance Report
Answer:
Introduction
The overall project responsibilities lies in the successful delivery of the project and manage the constraints of the project. The project board will consist of suppliers, project board, and workers as represented below. The board of the project will be responsible for decision making considering every stakeholder. The board takes responsibility to take decisions related to the project.
|
Role |
Responsibilities |
|
Project team |
|
|
Director of Public Health |
· Determine vision and objectives for the heath project · Accountable to deliver health objectives and report annually on project outcomes |
|
System analyst |
· Use of analysis and design procedures to solve the business problems · Identify the organizational infrastructure improvements |
|
Project Manager |
· Plan and execute the project plan · Lead and manage the project team |
|
Procurement manager |
· Manage and coordinate the procurement, buying and supplying of products · Plan, coordinate and deal with the purchasing departments |
|
Board committee members |
· Direct and manage the potential liabilities · Establish of policies related to financiers |
|
External stakeholders |
|
|
Service users |
· Receive of services encourage and foster experiences · Provide high quality of services to the client |
|
Customers |
· Analyse the cost and benefits of virtual desktop infrastructure · Brief the user management on all project aspects |
|
Suppliers |
· Ensure that progress remains consistent with perspective of supplier · Brief the non-technical management on the aspects of supplier |
|
Service providers |
· Ensure that the products are being signed off · Resolve the user requirements |
Governance Arrangements
The changes implemented in the project will be governance by the project heads considering the constraints of the project. The alteration in the processes and rules will be helpful I identifying and determining the accountability of the authority considering the policies and standards set by the organization on the commercial standard. It will also be considering the decision-making of the stakeholders.
Relationship to the Portfolio
The portfolio will be a helpful measure for transforming the project management into an innovative approach for better decision making and appropriate measures for managing the growth and development of the organization. Higher strategies can be transformed into operational plans that can support the changes being implemented within the organization.
Authorisation Points
Project decision making related to the activities and audit phases are the authorization points.
Delegation
In relation with the intellectual property of the organization, the delegation strategies for the project will deal with the delegations of the marketing activities, and the administration. “There are requirement of outsourcing along with delegation of 7tasks into the project.”
Information Validity
Measuring the infrastructure design at every phase of the project can be considered as the vital fact for the information validity.
Scrutiny
Scrutiny will behave as a catalyst while sharing and exchanging the information related to the growth and development of the project that will be contributing in the modification of the local understanding in association with the activities related to the issues identified while delivering the project.
Status Reporting
The work breakdown structure depicting the activities involved in the execution of the whole project and reporting the updates related to the ongoing development of the activities can be enlisted in the status reporting. Weekly review can be recommended for the status reporting while auditing the overall execution of the project.
Improvement
The organization internal environment and culture aspects will be considered for the implementation of the improvements during the project execution through restricting the conflicts and issues during the overall growth and development of the project.
Stakeholder Engagement
The internal and stakeholders will be engaged throughout the project lifecycle assuring that the individuals being assigned to the project are accomplishing their roles with full responsibility.
Bibliography
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Alexander, M., Priest, S.J., Micou, P., Tapsell, S.M., Green, C.H., Parker, D.J. and Homewood, S., 2016. Analysing and evaluating flood risk governance in England–enhancing societal resilience through comprehensive and aligned flood risk governance arrangements.
Bell, J., 2014. Doing Your Research Project: A guide for first-time researchers. McGraw-Hill Education (UK).
Biesenthal, C. and Wilden, R., 2014. Multi-level project governance: Trends and opportunities. International Journal of Project Management, 32(8), pp.1291-1308.
Boyle, G., 2017. Design project management. Routledge.
Browning, T.R., 2014. Managing complex project process models with a process architecture framework. International Journal of Project Management, 32(2), pp.229-241.
Ding, R., 2016. Project Closure Aiming for Maximum Value. In Key Project Management Based on Effective Project Thinking(pp. 325-338). Springer, Berlin, Heidelberg.
Drabek, J. and Merková, M., 2015. The Importance of Investment Audit for the Company. Procedia Economics and Finance, 34, pp.187-193.
Dutta, D. and Bose, I., 2015. Managing a big data project: the case of ramco cements limited. International Journal of Production Economics, 165, pp.293-306.
Huemann, M., 2016. Auditing Projects and Programs. In Gower Handbook of Project Management (pp. 115-130). Routledge.
Joslin, R. and Müller, R., 2016. The relationship between project governance and project success. International journal of project management, 34(4), pp.613-626.
Luo, Y., Zheng, B., Fang, Y. and Yin, X., 2016. Effects of Relationship and Contract Governance on Construction Project Performance: Review and Prospects. In ICCREM 2015 (pp. 639-649).
Mees, H. and Driessen, P., 2018. A framework for assessing the accountability of local governance arrangements for adaptation to climate change. Journal of Environmental Planning and Management, pp.1-21.
Muller, R., 2017. Project governance. Routledge.
Müller, R., Pemsel, S. and Shao, J., 2015. Organizational enablers for project governance and governmentality in project-based organizations. International Journal of Project Management, 33(4), pp.839-851.
Oakes, G., 2016. Project reviews, assurance and governance. Gower.
Tomkinson, R., 2017. Shared services in local government: improving service delivery. Routledge.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
Williams, E., 2017. Internal Audit Report. An Example.
Zwikael, O. and Smyrk, J., 2015. Project governance: Balancing control and trust in dealing with risk. International Journal of Project Management, 33(4), pp.852-862.
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