SayPro Obtain approval for the project quality management plan.

The project quality management plan is presented to relevant project authorities for approval.Running a Project is by far the most resource intensive part of the project, it is the care and effort devoted to project start up and initiation that makes the most significant contribution to project success.The following diagram summarises the project management tasks at each step in the lifecycle. Taking into consideration the project’s international character, the project management process will be carried out by three organizational structures:Steering Committee (SC) composed of two representatives designed for each project partner will be carried out by three organizational structures and responsible for:• approval of acts and key project documents, such as the Action Plan, Monitoring and Evaluation Plan, Communication and Dissemination Plan;• contribution to ensure motivation and team spirit in the project;• observance of formal procedures;• ensuring process; efficiency in relation to the internal communication and decision-making• ensuring uniformity of external messages and communication;• ensuring efficacy of the dissemination and mainstreaming actions;• ensuring coherence of the planned actions in the Project Activity Plan.Project Manager (PM) and the Program Manager Office (PMO), represented by the team of professional staff set in by each Project Partner, and responsible for:• activity plan management and project daily operations;• carrying out all required tasks• resolving occurred issues or problems• setting out the team operating rules and procedures• performing monitoring and evaluation procedures.Partner Operation Teams (POT), composed by professional staff provided by each partner organization, responsible for:• proper implementation of project activities in the national context, in accordance with the project.• Biyearly Action Plan authorized by the Steering Committee and to the Operative Procedures established by the Partner Project Manager.The project quality management plan is incorporated into the integrated project management plan.Project objectives define what a project must achieve for it to be judged to be complete and successful and hence able to be closed. Benefits on the other hand may only just be starting to appear at the end of a project and may continue to be realised long after the project has finished.(NB If there are specific, measurable benefits that must be achieved within the life of the project they may be expressed as objectives as well as appearing in the project’s Business Case).A well-defined and agreed (set of) objective(s) is a necessary pre-cursor to detailed project planning. For the objectives to be useful as an aid to project management they must be:Specific to the project, and within the project. For example the objective: ‘To improve the efficiency of our interactions with customers. ’ is too vague. It is really a goal shared by a number of programmes, projects and business as usual activities. On the other hand ‘To reduce the average turnaround times for enquiries from customers on subject X. is a much clearer indication of what the project must do. However it is not yet very measurable.Corporate mission and Group business plan objective• Programme objectives• Individual task objective related PSA targets• The organisational mission/goals and• Team or work package objective• Workstream objective• Project objectives• What deliverables must be completed and• accepted as fit for purpose and signed off• within what time frame• What changes in capability and/or the set• of deliverables must be achieved within• the life of the project to enable the• subsequent realisation achievement of• the desired benefits• What tangible outcomes and benefits• should be realised in what time frame as• measured against defined baselines• What the group/directorate intends to do• within a particular time frame in order to• make its contributions to the higher level• organisational goals/objectives• What deliverable(s) must be completed,• quality checked as fit for purpose and• signed off within what timeframe• What work towards the creation of a• deliverable must be completed in a fit for• purpose manner within what time frameYou need to define in as measurable and subjective terms as possible what must be achieved. Measurability will depend on the nature of the objective and may be in terms of such things as performance, cost, effort, % change, amount of time, deliverables, quality levels, numbers of events, agreements, approvals, commencement or termination of something, numbers of people/organisations, a benefit to be achieved within the life of the project etc. The example above might be made measurable by saying ‘To reduce the average turnaround times by 30% from the When setting a measurable target you must ensure that it is achievable.It must be possible to achieve the objective in practical terms and also within whatever time target has been set. You might need to consider constraints of technology, people and processes when assessing achievability. Other things that influence achievability include: the time needed to perform consultations, common commencement dates and the requirements of OJEU procurement process.You should be realistic without being too conservative – project objectives will often be challenging. Objectives must also be relevant to the bigger picture of the environment within which the project is running. Sometimes it is only as a result of detailed planning that it becomes clear that an objective is not achievable. If this happens during production of the Project Initiation Document then agreement must be reached on the revised objective. After the PID has been approved, change control must be applied so that the impact of any changes to a project’s objectives are carefully assessed and managed.The project quality management plan is communicated to all relevant stakeholders.Project Sponsor or Programme DirectorThe SRO is the project’s owner and champion and is ultimately accountable for delivery of the project and so must:• provide leadership and direction to other members of the Project Board and to the Project Manager• ensure that all key stakeholders are committed to the project and adequatelyrepresented in the project’s organisation structure• ·ensure that budget holders and resource owners are committed to the project and that the necessary funds and other resources are made available when required• ensure that project governance arrangements of appropriate rigour are put in place• brief senior stakeholders on the current and forecast status of the project• receive, consider and act on regular frequent reports/briefings from the ProjectManager and chair meetings of the Project Board• ensure that all they must make in order that the required outcomes/ benefits from the project are members of the Project Board understand their roles the commitments achieved• ensure that the Project Manager is empowered to lead the project on a day to day basis• ensure that the Project Manager is aware of the limits of her/his authority andunderstands that issues outside those limits must be escalated to the SRO at theearliest opportunity.• negotiate with senior stakeholders to broker solutions to project issues that are outside the level of authority of the Project Manager• decide how responsibility for SROs Project Assurance will be met, e.g. by delegation to a suitably skilled individual.As you can see, the SRO is not just a figurehead; it is an active role as a key member of the project management team. If the project involves a number of organisations working together and/or has a cross cutting impact, it may require more than one person to be the decision-making authority. If this is the case, you may wish to set up a Project Board with the SRO as Chair.

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