Directing a project

The purpose of the directing a project process is to enable the project board to be accountable for the project by making key decisions, to have overall control and delegate day-to-day management of the project to the project manager.

Objectives

The objectives of the directing a project process are to provide authority (to make a decision):

• To initiate the project (allow the initiating a project process to start).
• To deliver the project product (main output of the project).
• To close the project (when the closing a project process is done).
• Provide direction and control during the project.
• Be the interface to business layer (commissioning layer)
• Ensure that post-project benefits will be reviewed.

Context

Let us put the process of directing a project into context. What does directing a project process really do for the project, how is the project triggered, how does the project board control the project, when do they give advice, and how do they communicate and check business justification?

Here are a few things about the context of this process:

• Trigger for the process: The trigger is the request to initiate a project activity that is done by the project manager at the end of the starting up a project process. As you know, the project manager manages the day-to-day operations of the project, while the project board looks down from above. They manage by exception, receive regular reports, exercise their control and make decisions.
• Frequency of communications with the board: The communication management approach covers how often communication should be done between the project board and the project manager.
• Frequency of advising the project manager: The project board provides guidance to the project manager throughout the project and the project manager can seek advice at any time.
• Project board’s role in business justification: The project board is responsible for ensuring that there is ensure continued business justification. They can decide to shut down the project if the business case is no longer viable, as this can change during the project.

Activities

There are five activities within the directing a project process; they are:

• Authorizing initiation: This activity authorizes the initiation stage to begin, allowing the project manager to start planning the project and create the necessary management documents, including the project initiation documentation (PID).
• Authorizing the project: This activity allows the delivery stages to begin once the PID is approved, confirming that the project is ready to move forward and that the resources and authority to proceed have been granted.
• Authorizing a stage or exception plan: The project board reviews the current stage’s progress and authorizes either the next stage plan or an exception plan if the project exceeds its tolerances. This ensures the project stays on track and can adjust as needed.
• Giving ad-hoc direction: Throughout the project, the project board provides ongoing guidance and makes high-level decisions to address risks, issues, or changes that may arise, ensuring the project stays aligned with business objectives.
• Authorizing project closure: at the end of the project, the project board authorizes its closure, ensuring that all deliverables have been met and that the project is formally closed after necessary checks, including ensuring the final benefits are realized.

Inputs

The following are the inputs to various activities in this process:

(((COMING SOON)))

Outputs

The following are the outputs of each activity in this process:

(((COMING SOON)))

Roles and responsibilities

This is a high level overview of the roles and responsibilities for the activities in the directing a project process:

• Project board
  • Makes all key decisions, including authorizing initiation, stages, exception plans, and closure.
  • Ensures the project aligns with business objectives and provides oversight.
• Project executive
  • Ensures the project aligns with business goals and works with the project board on strategic decisions.
• Senior user
  • Represents stakeholders, ensuring user needs are met and benefits are realized.
• Senior supplier
  • Ensures technical and resource requirements are met, delivering the project’s products.

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Written by Frank Turley.

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