Roles and responsibilities in project implementation

The GVS management team, chaired by the university director, has overall responsibility for all development projects funded by KI’s development funds. The management team makes decisions on project ideas, feasibility studies, project directives, project initiation and termination, and the approval of final reports. The management team ensures that projects are in line with KI’s strategic direction.

The client (often a department head) chairs the steering group and bears formal responsibility for the project’s objectives and outcomes.

The client:

• takes decisions with the support of the steering group
• appoints the project manager and project team in consultation with the project office
• monitors the project’s progress and supports the project manager.

The steering group is appointed by the client and the project manager and should represent relevant parts of the organisation. Bear in mind that the steering group should have an overview and insight into the area of operations affected by the project, and that they must be able to make decisions on matters that are important for the project’s implementation. The steering group:

• monitors the project’s status and manages risks.
• supports the client in decisions regarding the project plan, deliverables and handover.
• provides support in gaining buy-in and making choices during the course of the project.

The reference group contributes expertise, feedback and quality assurance. They act as:

• advisors to the project
• a support network that gathers and communicates perspectives from the organisation
• a test panel for pilot schemes
• ambassadors who disseminate information and build trust.

The project manager is responsible for the planning, implementation and follow-up of the project. This involves:

• developing and implementing the project plan
• leading the project team and coordinating activities
• reporting to the steering group and reference group, and working closely with the client
• managing risks, deviations and deliverables
• ensuring that the project methodology is followed and that documentation is properly recorded

The project manager normally meets with the steering group on a monthly basis and with the reference group at least as often, but the frequency of meetings may vary depending on the type of project and its requirements.

In larger projects, a change manager may be appointed, but in practice, parts of this role are often handled by the project manager. The focus is on creating the conditions necessary for the changes resulting from the project to actually take effect. The role involves:

• building understanding and commitment
• communicating purpose, objectives and outcomes
• preparing the organisation for new ways of working, systems or procedures
• providing support for training and behavioural change
• contributing to the sustainable implementation of outcomes.

The project team consists of individuals with relevant expertise. Their working hours must be approved by their respective managers. The team:

• works on the practical aspects of the project
• plays an active role in planning, delivery and analysis
• is led by the project manager.

The project terms of reference must specify which part of the administration is to receive the project’s results. At least one person from the recipient organisation must be included in the project team. The recipient is responsible for:

• preparing for implementation and operation
• ensuring management, training and long-term ownership
• receiving knowledge and deliverables in a way that enables the realisation of benefits.