Project Board

Overview

The SRO in a project is ultimately accountable for project success. To maximise the chances of success the interests of both the project users (those who specify the business requirement) and the project suppliers (those providing the products or services to meet the business requirement) should be represented on the project board (‘the board’). The board should always be chaired by the SRO, who takes executive responsibility for decisions relating to the project.

Its membership should include a single individual who represents those senior managers affected by the project. This person should also represent end users to promote their concerns and interests. In addition, a senior representative of the suppliers or delivery agents can be invited to the project board to provide their perspective and expertise.

Depending on the nature of the project more expert opinion may be sought to provide input to decisions made by the SRO and the project board. For example, the views of corporate management, technical specialists and other key stakeholders may be required.

Membership of the board should be kept to the minimum level necessary to make effective decisions and provide clear leadership and direction. For some projects a more effective model may require expanded user and supplier representation as well as assurance input from specialists. This may reflect the project’s technical complexity or its range of stakeholder involvement.

The project board provides the SRO with stakeholder and technical input to decisions affecting the project, but ultimate authority and accountability reside with the SRO.

Responsibilities

The primary responsibility of the Project Board is to support to the SRO and help in the overall management as well as the direction of the project.

The Project Board has the following duties:

• To be accountable for the success or failure of the project.
• To provide direction to the project and Project Manager.
• To provide the resources and authorise the funds for the project.
• To provide support for the Project Manager.
• To ensure effective communication within the project team and all other relevant stakeholders.

Skills and attributes

Board members should be able to:

• understand project plans and monitor progress against plan
• set tolerance levels within which the project manager must operate
• understand and act on those factors that affect the successful delivery of the project
• have the authority to release necessary funding and resources from their respective user and supplier communities
• broker and maintain relationships with stakeholders within and outside the project
• provide delegated authority, as required, to ensure the project meets its objectives
• be aware of the broader perspective and how it affects the project.