Saturday, March 21, 2020

The very big project

Familiar project structures typically include a PCG: project control group (or Project Board, in Prince2)

In large projects I've conducted I find a couple of other formal groups useful:

1. An Operational Management Group (OMG, or OMCommittee), and
2. A Stakeholder Reference Group (SRG)

Operational Management Group
On complex projects, the sole manager, even with staff is not adequate to the complexity of the operational activity. The OMG is composed of the decision-makers from essential contributing disciplines or departments. It usually runs to 5 or 6 people.

The OMG role is to advise the PM/PD on critical issues of coordination, operational strategy and the details of performance, again, particularly where coordination is required.

In smaller projects, the PCG can reach into this area, but in larger projects, it concentrates on policy and strategic matters, and authorizations of critical decisions related to scope, expenditure, and policy.

Stakeholder Reference Group
Large projects can have many conflicting stakeholders, stakeholders that the project genuinely seeks to serve in some way. The representatives of these groups meet every 6 to 8 weeks to consider progress, the relation of the project scope and performance requirements to evolving stakeholder concerns and needs and to advise the OMG of stakeholder interests. The OMG may refer these concerns to the Sponsor for further consideration, with any project effects being referred to the PCG/Board.