Aligning the Roles and Responsibilities to the Decision Making Process

Problem

The case study reports findings from Chester City Council's journey into developing a tailored project management programme across the authority.

This programme developed to meet recommendations from the Audit Commission to improve the project methodology framework, arrangements for sharing good practice, and formal training arrangements.

Description

This case study uses the approach taken by Chester City Council to develop a tailored project management programme to reflect on best practice on both project and programme management.

It includes a process diagram for developing a project method, a flowchart to define stages within a programme, examples of systems used by Chester City Council and lessons learnt.

Approach

The case study uses process diagrams and flowcharts to explain the Project and Programme Management process and how these link with systems put into place at Chester City Council.

Results

The Project and Programme Management process will aid Chester City Council with their next steps for programme design with the Corporate Plan and for the allocation of roles and responsibilities for each programme. Lessons learn tinclude:

• Project management cannot be effectively introduced in isolation – some elements of Programme Management are also needed.
• By deriving Programmes from strategy, project activity will be generated from the top down to deliver the outcome the organisation wants
• Find people who want to address problems and offer to help them! 

Beneficiaries

Local Authorities, Project Managers

Contact info

Improvement and Development Agency (IDeA)
tel. +44 020 7296 6420

Project start date

Document type

practice

Keywords

Governance,Human resources