What PRINCE2™ Recommends for Project Boards – The Work of the Project Board (#9 in the series Looking for Your Sponsor? The PRINCE2™ Project Board Approach to Senior Management Engagement)
By Jay Siegelaub – MBA, PMP, PRINCE2
The Project Board has well-defined responsibilities:
- Provide resources to enable the project manager to do his/her job. Members of the Project Board should have a high enough level of authority to assign necessary project resources as they are required;
- Assess whether the project is meeting its agreed goals – from each of the three perspectives;
- Make decisions concerning the viability of the project, and subsequently release resources to the project manager as viability is established, to proceed to the next block of work in the project (a PRINCE2™ “stage”);
- Serve as an information resource to the project manager (particularly with regard to activities and issues beyond the project manager’s ‘field of vision’), and provide guidance on dealing with project issues, when requested;
- Review and respond to all project threat issues presented by the project manager;
- Agree on whether and how funding of risk mitigation should occur;
- Serve as the official voice of the project to the organization-at-large.
The responsibilities of the Project Board (described in additional detail in two major sections of the PRINCE2™ manual) need to be customized to the needs of the particular project and its Project Board members, and must be documented and agreed, to ensure a clear, common understanding.
Jay Siegelaub has over 30 years of professional experience delivering and supporting projects in information technology, insurance systems, banking, and nonprofit strategic planning, as well as in the pharmaceutical, financial service, consulting, and consumer products industries. As a recognized educator he has trained thousands of project managers over the past 23 years, including 13 years as the Project Management tutorial instructor for the Drug Information Association.
Jay’s recent responsibilities included leading the North American Change Management and Training practices for a UK-based management consulting firm, training corporate consulting professionals in project and program management, and supporting clients in managing the “people” issues of their business change initiatives. He has authored articles on training, project management and information technology for various publications, and often presents at conferences, including the PMI North American Congress (1999, and 2004 – 2007), ProjectWorld and ProjectSummit.
In addition to his PMP® certification, Jay has his MBA in Organization Management from New York University’s Stern School of Business, and is an accredited PRINCE2™ Practitioner, Instructor and Examiner. He has taught and consulted in PRINCE2™ in North America for 10 years (the first US-accredited PRINCE2™ instructor), and worked for the company (and with the authors) that wrote the PRINCE2™ Manual for the UK government.
He has provided Change Management and Project Management consulting and training (including PRINCE2) to companies such as Sun Microsystems, NATO, the United Nations Development Programme, Bechtel, IBM, Philip Morris, Credit Suisse, JPMorganChase and Diageo.
Jay also consults in Organizational and Professional Development.