Project Roles and Responsibilities

There are a number of roles which are often typical, some essential, for any project.

Roles can vary greatly from project to project depending on the scale and complexity of what the project is to deliver.  Some projects have individuals performing multiple roles, some have additional roles not specified in this list, and some of the roles listed here may not be required at all.

As a minimum, every project should have a Project Sponsor and a Project Manager.

Possible roles include: -

 

RoleResponsibilities

Project Sponsor / Executive / Senior Responsible Owner

 

The Project Sponsor is ultimately accountable for the success or failure of the project.

 

The Project Sponsor has to ensure that the project is focused on achieving its business objectives and delivering the forecast benefits. The Project Sponsor has to ensure that the project gives value for money and adopts a cost effective approach which balances the demands of the business, users and suppliers. Throughout the project the Project Sponsor is responsible for the business case and needs to be able to take a balanced view of the project on behalf of the wider organisation.  

This role will normally be undertaken by someone operating at a senior level within the business organisation with significant executive and natural authority. The responsibilities of the Project Sponsor include:

  • Securing budgets and ensuring appropriate financial controls are in place
  • Appointing the project management team including other members of the Project Board
  • Advocating the project both internally and externally
  • Supporting the project manager to successfully deliver the project
  • Signing off project deliverables  

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Project Manager

The Project Manager ensures that the project deliverables are produced within the agreed time and cost and of the required quality to deliver the benefits defined in the business case.

 

The Project Manager runs the project from day to day on behalf of the Project Sponsor.  

The responsibilities of the Project Manager include:

  • directing the project team
  • managing the project plan
  • maintaining the risk register, issue and change control logs
  • reporting on progress to the Project Sponsor and other stakeholders  

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Senior User

 

The Senior User represents those groups who will use or gain benefit from the project and must be empowered to make decisions on their behalf.

The Senior User is likely to be responsible for realising the business benefits and may have "business as usual" service commitments after the project is completed.

 

This role will normally be undertaken by someone operating at a senior level within the user organisation with significant executive and natural authority. The responsibilities of the Senior User include:

  • Ensuring user needs are understood and accurately specified
  • Commiting user resources
  • Communicating between the user community and the project team
  • Ensuring that the solution meets user expectations, satisfies user needs and contributes towards realising the business benefits

In larger or more complex projects a User Advisory Board can be set up to represent wider user interests. In such cases the Senior User will chair this group.  

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Senior Supplier

 

The Senior Supplier represents those groups who will design, develop, facilitate, procure and implement the project and must be empowered to make decisions on their behalf.  

This role will normally be undertaken by someone operating at a senior level within the supplier organisation with significant executive and natural authority. The responsibilities of the Senior Supplier include:

  • Ensuring project plans, proposals and specifications are feasible and realistic
  • Committing supplier resources and ensuring any divergence from budgeted supplier costs is appropriately managed
  • Ensuring the quality of the project deliverables and the overall technical integrity of the project
  • Ensuring that the project deliverables are reliable, appropriately integrated and can be maintained efficiently

In larger or more complex projects a Supplier Advisory Board can be set up to represent wider supplier interests. In such cases the Senior Supplier will chair this group.  

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Procurement Adviser

 

The Procurement Adviser Provides professional advice and guidance for the procurement elements of the project.  This role is mandatory on projects with total external spend (across 4 years) over the OJEU threshold.  

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Programme Manager

 

The Programme Manager is responsible for the overall integrity and coherence of the programme, and develops and maintains the programme environment to support each individual project within it.

The Programme Manager is responsible for successful delivery of the programme of which the project is part. The role requires effective coordination of the projects and their inter-dependencies, including IS and other resources, and any risks and other issues that may arise. For projects with no Senior Supplier the Programme Manager will take on the responsibilities of the Senior Supplier role.

 

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Project Board

 

The Project Board provides direction and management for the project.

The Project Board is the overall authority for the project and is accountable for its success or failure.   

A project board for a small project can be very small though the roles of Project Sponsor, Senior User and Senior Supplier are essential - but an individual can be Project Sponsor and also Senior User.

 

Members must have sufficient authority to carry out their responsibilities effectively.  

The collective responsibilities of the Project Board members include:

  • Accepting and demonstrating ownership for the project
  • Working as a team to provide collective and unified direction
  • Effective delegation with appropriate project tolerances and exception management processes
  • Facilitating cross functional working ensuring that the project structure is recognised and respected by line management
  • Commiting all of the resources required to successfully complete the project
  • Effective decision making including risk, issue and change management
  • Project assurance and quality control
  • Ensuring timely and effective communication within the project and with external stakeholders
  • Ensuring that the project deliverables are reliable, sustainable and can be maintained efficiently

All projects require an effective governance structure. As a minimum the Project Board should include the Project Sponsor, Senior User(s), Senior Supplier(s) and Project Manager. Other staff such as the Programme Manager can provide support to the Project Manager as required.

 

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Senior Advisor on Strategic Review

 

 

 

 

Senior Advisor on Strategic Review  will provide the technical expertise to the strategic review

Within the context of this project, the Senior Advisor will

 

  • take ownership of the work assigned
  • understand the current network
  • understand the long term requirements for the university
  • provide advice to the project team
  • provide the analysis needed to set out the strategic review recommendations
  • providing the project documentation
  • communicating to the project manager immediately any delay, any issues preventing work, any re-evaluation of the estimate of the effort required, the risk to completing a task in the expected time

 

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Project Info

Project
Apps Ed
Code
DTP001
Programme
ITI - Desktop Services (DST)
Management Office
ISG PMO
Project Manager
Gail Devaney
Project Sponsor
Anthony Weir
Current Stage
Close
Status
Closed
Project Classification
Transform
Start Date
29-Oct-2015
Planning Date
29-Apr-2016
Delivery Date
03-Feb-2020
Close Date
04-Nov-2020
Overall Priority
Normal
Category
Compliance