The project advocate is the customer department point person for the project and the requester of the project. (Note: No one from Technology Services may submit a proposal on behalf of a University Project Advocate. The Project Advocate must do this him/herself.) In most cases the project advocate is an essential part of the project team.
A Loyola Vice-President must endorse the SUBMISSION of the project proposal. This ensures that executive management is aware of project requests and that no approved project surprises cabinet level management. This approval MUST be secured by the Project Advocate or Project Sponsor(s) BEFORE submitting the project proposal.
The Project Sponsor is the individual(s) (you can have more than one) who has ultimate authority over the project. The Sponsor typically sets the vision, provides project funding, approves the use of institutional resources, resolves escalated issues, approves major deliverables and provides high-level direction. Also s/he champions the project within the organization, assuring focus, direction, and moral support. A project sponsor is at the Dean, AVP level, or higher.
The Project Manager is the primary contact for the project, is responsible for the day-to-day tactical management of the project, obtainment and coordination of resources, management of the time (schedule), scope (deliverables specified in the scope statement), and cost (budget) of the project from Initiation through Transition & Close. The project manager must adhere to the prescribed project swim lane requirements. The project manager is responsible for the overall use of the project team site. The project manager does not do all the work but is responsible to make sure that the work gets done.
PM Project Partner
A PM Partner (a member of the PMO) is assigned to every project. The PMO Partner is available to the Project Manager as a coach and for consulting on the project. They should be a trusted ally to the Project Manager. The PM Partner can be delegated responsibilities associated with the project in order to support the Project Manager. They will meet with the Project Manager at least once a month (or more if needed). They will also help the Project Manager identify areas of weakness and correct them and work to support the overall success of the Project Manager. At the end of the project, via the Project Satisfaction Survey, the Project Manager evaluates the service they received from the PM Partner.
Along with the PM Partner, every project is assigned a Project Auditor. Project audits are a standard procedure for all projects in the university and internal portfolios. These audits serve to strengthen compliance to the standards outlined per each swim lane category. The audits are also a way of keeping accountability spread among the project management office and individual project managers. Project Auditors meet directly with the project manager (without the PM Partner) and use the Audit Scorecard to evaluate Swim Lane compliance. The project is assigned (objectively) a letter grade.
The technical lead of the project is responsible for the coordination of technical resources and the delivery of technical scope items specific to their area(s) all under the leadership of the Project Manager. There may not be a Technical Lead in every project. There may be more than one if multiple technical areas are involved. Often times the Technical Lead is also the person performing the technical work.
Project Team Member
Any person contributing to the work associated with a project may be included as a member of the project team. They are given access to the Team Site, provided with progress reports, and participate in team meetings. They can include people outside of Technology Services (such as the Project Advocate) and are formally assigned via the Charter.
Anyone with an interest in the success or failure of the project. This includes all roles above. Key Stakeholders need to be kept informed of progress and given access to the team site.