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Roles Involved in Delivering the Capability Tutorial

1 Roles Involved in Delivering the Capability

This lesson focuses on the last three steps involved in ‘delivering the capability’ process. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Describe the responsibilities of various roles involved in ‘delivering the capability’ In the next screen, we will review the roles and their responsibilities in ‘delivering the capability’.

3 Roles and Responsibilities

We will focus on the roles, namely, the Senior Responsible Owner, Programme Manager, Business Change Manager and Programme Office. The Senior Responsible Owner is accountable for all the steps involved in ‘delivering the capability’. The Programme Manager drives the process and is responsible for all the steps in the process. The Business Change Managers are consulted at all steps except when it comes to aligning projects with benefits realisation. This is where they share responsibility with the Programme Manager. The Programme Office supports the process and provides necessary information, thus acting as an information hub. In the next screen, we will focus on an example based on the concepts discussed.

4 Delivering the Capability Problem Statement

Kylie Honkele, the CFO of Nutri Worldwide Inc., is the Senior Responsible Owner or SRO of the programme, Nutri Snack. Initially the programme she outlined had three projects to ensure its successful completion. Now, a fourth project is added to address the complaints on defective packaging. The current list of projects are as follows: Project 1: Creating new recipe Project 2: Advertisement and marketing Project 3: Identifying the sellers Project 4: New production unit Let us find out which of the following statements are incorrect with reference to the steps in ‘delivering the capability’. ? When closing project 1, the Programme Manager should assist in reviewing the effectiveness of communications between the project team and the suppliers. ? The Project Manager of project 4 should be aware of conflicts with project 3. ? Each project management team should fully understand the project brief, its context to blueprint, tranches and benefits. This is the responsibility of the SRO. ? The Programme Manager should be updated on a daily basis about the progress of the project and informed of any issue or risk. We will discuss the appropriateness of these statements in the next screen.

5 Delivering the Capability Solution

The appropriateness of each statement discussed in the previous screen are: The statement, ‘when closing project 1, the Programme Manager should assist in reviewing the effectiveness of communications between project team and suppliers’, is correct. The Programme Manager can review the effectiveness to ensure that other projects can learn from the first project. The second statement, ‘the Project Manager of project 4 should be aware of conflicts with project 3’, is correct. Being aware of the conflicts with other projects will help project 4 to be ready in case of delays due to project 3. The third statement that, each project management team should fully understand the project brief, its context to blueprint, tranches and benefits, and that it is the responsibility of the SRO, is an incorrect statement. This is because it is the responsibility of the Programme Manager to ensure that the team understands the project brief. The last statement, ‘the Programme Manager should be updated on a daily basis about the progress of the project and should be informed of any issue or risk’ is incorrect. The Programme Manager should not be involved in micro-management of projects.

6 Summary

Let us summarise what we have learnt in this lesson: ? The Senior Responsible Owner is accountable for all the steps involved in ‘delivering the capability’. ? The Programme Manager drives the process and is responsible for all the steps in the process. ? The Business Change Managers are consulted at all steps except during aligning projects with benefits realisation. ? When aligning the projects with benefits realisation, the responsibility is shared between the Programme Manager and the Business Change Manager. ? The Programme Office supports the process and provides necessary information. Next, we will look at a few questions based on the lessons covered so far.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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