Roles and Responsibilities
Effective Programme and Project Management (PPM) requires an understanding of the key roles associated with leading, managing and implementing the proposed business change. The table below provides links to detailed information for each of the main PPM roles.
| Role | Brief Description |
|---|---|
| Senior Responsible Owner (SRO) | The SRO is the visible owner of the overall business change, accountable for successful delivery and is recognised throughout the organisation and the key leadership figure in driving the change forward |
| Investment Decision Maker (IDM) | The IDM's main responsibility is to commit funds for the Programme or Project. The role represents senior management’s commitment to the Programme or Project and the requirements for regularity, propriety and value for money. |
| Sponsoring Group | This group are peers of the SRO and represent senior level sponsorship of the business change. More commonly associated with Programmes, they provide top-level endorsement of the rationale and objectives and may collectively provide the IDM as well. May also act as the Programme Board. This should not be confused with the Project Sponsor role which is used in construction projects and refers to the client-side project manager. |
| Programme Board | The Programme Board has a key role in supporting the SRO in making decisions and providing both challenge and approval on issues affecting the progress of the Programme. |
| Project Board | The broad remit of the Project Board is to support the SRO in providing overall direction and management for the Project and to take key decisions including the commitment of resources. |
| Programme Director | The Programme Director provides the interface between Programme ownership and delivery and acts as a focal point of contact between the business and the Programme Manager |
| Programme Manager | The Programme Manager is responsible, on behalf of the SRO, for successful delivery of the whole of the proposed change. The role requires the effective co-ordination of the Programme’s Projects and management of their inter-dependencies |
| Project Manager | The Project Manager is the individual responsible for delivering the Project, with authority and responsibility from the Project Board to run the Project on a day-to-day basis. In construction procurement this role is often referred to as the Project Sponsor |
| Programme/Project Team | The Programme/Project Team is a group of individuals with appropriate and complementary skills who, under the direction of the Programme/Project Manager are responsible for carrying out the work detailed in the Programme/Project plan |
| Business Change Manager (BCM) | The BCM role is mainly benefits focussed. The BCM is responsible, on behalf of the SRO , for defining the benefits, assessing progress towards realisation and achieving measured improvements in business operations |
