PPMP20010 Project Governance Report †MyAssignmenthelp.com

Question: Discuss about the PPMP20010 Project Governance Report. Answer: The categories addressed by PRINCE2 are mentioned hereafter. The first one is the methodology and the standard approach. The next one is generic. This could be utilized for any kind of project. Next, there are the justification of the cases of business, product basis and process basis (Rose, 2013). The next category is the prescriptive and flexible that is also adaptable and could be tailored. Next one is the international usage in about 59 nations. Then there is the planning of breakdown into team, stage and project plans. However, it has not been addressing the detailed techniques apart from the quality review technique and the product based planning. Then there are also the special aspects like it has been addressing the general project and not the construction or financial project (Kerzner, 2013). Moreover, it has also not addressed the procurement, project human resource management, team development and staff acquisition. Lastly, the soft skills like leadership capabilities are not included in PRINCE2. Overall Project Responsibility The responsibility for this project lies with the following: Responsibilities of the SRO: It has been including the visions viability along with the business case. They are also responsible to get the money from sponsors. They have been leading the program in achieving the successful finish. Responsibilities of the program manager: He has been responsible for the daily management of program around the life cycle of that program. He has been defining the program controls (Kerzner, 2013). He has been planning the complete program and controlling the progress. Moreover, he also manages the budget of the program. Responsibilities of the business change manager: He has been defining the advantages realizing the strategic aims of that program. He also develops the realization plan of benefits (Rose, 2013). Responsibilities of the program management office: He has been setting up the standards and tools to manage the program. He is also responsible for the financial planning and the tracking. Roles, Responsibilities and Performance Criteria The roles, responsibilities and performance criteria for this project consist of various tools. The useful tool while assigning the different role in this project has been to draw the clear matrix for every role (Kerzner, 2013). Moreover, the skills are needed to be outlined for the specific task against the skills that are held by every candidate. In the current project let the instance of communication skills be taken. It could be argued that the communication skills could be learned and could be motivated with practice. However, any good communicator cannot prove to be a good communicator. The leadership skills, on the other hand, have been unlikely to be achieved by training and reading at the mature age. As there is any lack of leadership skills, then the leaders must acknowledge and focus on the acquirable skills and stronger attributes (Rakuten Kobo, 2017). Governance Arrangements The governance arrangements for this project consist of the regulations, processes, procedures, functions, set of policies and role defining the management, establishment, portfolios, programs, and control of projects. The essential components are discussed hereafter. Alignment to organizational objectives: This indicates that the project undertaken must be capable of demonstrating in this business case. Thus there lies contribution to the objectives of the organization. The golden thread of delegated authority: This has been the direct chain of the accountability. Under the chain, everyone must be aware of their authorities. Reporting: This indicates that those to whom the roles ate delegated must report periodically on the progress (Kerzner, 2013). Moreover, the periodic reporting, extra reports are required to be made as the person with the delegated roles has been unable to achieve the role or any conflicts arise regarding the interests. Independent assurance: This has been the counterbalance to the self-reporting and has been the independent check regarding the processes and structures for reviewing the objects to be met. Decision gates: Formal points are needed to be provided here at particular points in the lifecycle of the project. Relationship to the Portfolio The Relationship to the Portfolio for this project is simple. It has been referred as the P3M meaning the programme, portfolio, project management. Theproject management has been highly related to the discipline as most of the software companies have been performing the product development. The complicacy has been determining the project, product, portfolio and the programming. The products and the projects have been simple however their definitions have been varying lot for the portfolio and program (Kerzner, 2013). For instance, the portfolio manager has been responsible for the project under the similar division met another manager has been responsible for the portfolio of the complete division. The programs have been the set of projects or an initiative for delivering the business profit. Authorisation Points Authorization points for this project are the following. Starting the project: This has been enabling the controlled start of this project. It has been happening one in the life cycle of the project and delivering the basis for theproject management and the oversight. Directing the project: It has been operating around the project and defining the roles of the project board at its oversight of this project (Kerzner, 2013). It has been sitting above and interacting with various other processes. Initiating the project: It has been occurring a single time in the entire lifecycle of the project. It has been laying out the perspective hoe the overall project has been managed. Planning: The planning has been created through the recognition of the required deliverables of the project. It has been also including the activities and the resources needed to generate them and managing the quality requirements. Controlling the stage: It has been providing the guidance to the manager to control the project at daily basis (Kerzner, 2013). Managing Product Delivery: This part of the work authorization system of PRINCE2 has been the mechanisms for the performers of the technical work. Closing the project: This has been the mechanism to transmit the projected return to the company. Delegation The delegation arrangements for this project are been to determine whether the work has been the responsibility of the sponsors with the sponsor delegating the task as required. This has been including the charter, economies and the preliminary scope statement and whatever else has been required (Rose, 2013). It has been also been to determine whether some or all of that could be performed by the project manager with the sponsor delivering the sign-off. Other has been needed to be included at the oversight level and the decision-making to create the project take place. Information Validity The manner in which information validity for this project is assured is discussed hereafter. Valid Information: For all the information to become successful the data must be kept upgraded consistently and assuring that they have been using the data they have been sure is right. Reliable Information: The data must be collected from the authentic source to determine whether the data has been reliable or not. Timely Information: This has been crucial to ensuring that the usefulness at the present state is known. The sales figures could be used to work out on the present profits or loss. Fit-for-purpose Information: The data that you have been collecting must also be needed to be helpful for the needs. For instance, as the information is collected and not used this could not be fit for the purpose. As the spreadsheet is received many numbers with the sales figures over that, the data could be fit for the reason the organization should not understand what to do with that (Rakuten Kobo, 2017). Scrutiny The scrutiny arrangements for this project are described hereafter. It determines how to break the life-cycle overstates business cases usually sitting on the self after funding is approved. There have been four methods to start. The first one is to complete the analysis of the advantages both financial and non-financial. Revisiting the business case on regular basis and adjusting the benefits and costs is the second case. Then there is making sure of the realizing the benefits actively. Then there is the communicating the realization of the benefit in realizing to the company such that culture gets changes in recognizing the business cases as the fact and not fiction. Status Reporting The status reporting arrangements for this project are discussed hereafter. Checkpoint: Here the internal cycle reviews the status of the individual deliverable and products. Highlight reporting: To review and report the interests data to the budget, risk exposure and so on. Stage reporting and planning: It is based on divisions of the project representing the level and the duration held by the project manager. Stage planning and reporting: This is lying on the basis of the outcome of the complete project as compares to the original plans. Improvement The improvement arrangements for this project are mentioned hereafter. PMBOK has been stating that is has been the guideline instead of just a methodology. The PMBOK and the PRINCE2 have been controlling the projects from two distinct viewpoints actually fitting together (Rakuten Kobo, 2017). The project has been going through acquisition and merger benefiting from the assimilation of PRINCE2 and PMBOK. The consistent phases around the new combined project have been the most efficient application of this combination (Rose, 2013). Stakeholder Engagement The stakeholder engagement arrangements for this project are done through various levels that are categorized hereafter. Unaware: It is the effort to identify the stakeholders who have been unaware of this project. Resistant: They are aware of the project and its impacts but resistant to change. Neutral: They are aware but are neither resistant nor supportive. Supportive: They are aware and supportive of the changes happening. Leading: They are aware of the project and the impacts and engaged to assure the projects success. References: Biggins, D. (2015). Perspectives on project management methods. Brioso, X. (2015). Integrating ISO 21500 guidance on project management, lean construction and PMBOK.Procedia Engineering,123, 76-84. Hammouch, H., Medromi, H., Sayouti, A. (2016). Designing Multi Agent System Architecture for Project Performance Based on PMBOK Standard. InAdvances in Ubiquitous Networking(pp. 559-570). Springer, Singapore. Karaman, E., Kurt, M. (2015). Comparison of project management methodologies: prince 2 versus PMBOK for it projects.Int. Journal of Applied Sciences and Engineering Research,4(5), 657-664. KARAMAN, E., Murat, K. U. R. T. (2016). 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[online] Available at: https://www.kobo.com/us/fr/ebook/directing-successful-projects-with-prince2-2009-edition-1 [Accessed 22 Sep. 2017]. Rehacek, P. (2017). Application and Usage of the Standards for Project Management and their Comparison.Journal of Engineering and Applied Sciences,12(4), 994-1002. Rose, K. H. (2013). A Guide to the Project Management Body of Knowledge (PMBOK Guide)Fifth Edition.Project management journal,44(3). Samkov, J., Sujanov, J., Koltnerov, K. (2013, September). Project communication management in industrial enterprises. InEuropean Conference on Information Management and Evaluation(p. 155). Academic Conferences International Limited. Singh, R., Lano, K. (2014). Literature Survey of previous research work in Models and Methodologies in Project Management.International Journal of Advanced Computer Science and Applications,5(9), 107-122.