The Directing a Project process starts on completion
of the Starting up a Project process and is triggered
by the request to initiate a project.
The Directing a Project process does not cover the
day-to-day activities of the Project Manager, but
the activities of those at the level of management
above the Project Manager: that is, the Project
Board. The Project Board manages by exception. It
monitors via reports and controls through a small
number of decision points. There should be no
need for other 'progress meetings' for the Project
Board. The Project Manager will inform the board
of any exception situation. It is also important that
levels of authority and decision-making processes
are clearly identified.
The Project Board should provide unified direction
and guidance to the Project Manager. If the
Project Board is unable to provide a single view
or if independent, possibly contradictory, advice is
given, then the risk of project failure significantly
increases. In such cases, the Project Manager should
defer to the Executive.
The Project Board is responsible for assuring that
there is continued business justification. The
Directing a Project process provides a mechanism
for the Project Board to achieve such assurance
without being overburdened by project activity.
One of the functions of the Project Board is to
proVide informal advice and gUidance to the
Project Manager as well as formal direction. The
Project Manager should seek advice whenever
necessary during the course of the project.