Roles and Responsibilities

The business analyst (BA) is the primary liaison between project/program stakeholders, who understands business needs, structure, processes, policies and operations.

The project/program customer, or client, is the business unit(s) that identified the need for the product(s) or service(s) the project/program will deliver.

Has management authority within a business unit/department with direct supervision over one or more resources on the project/program team, and/or direct responsibility for the functions affected by or that affect the project/program deliverable(s).

• Communicates high-level requirements.

The HR-PMO Officer is part of the Project Management Office (HR-PMO) at the University Human Resources.

• Responsible for the management and advancement of project and program management.

• IT governance refers to the management framework within which IT project, program and/or portfolio decisions are made.
• This is the HR-Portfolio governance group that is referred to as a the HR-Systems Steering Committee.
• Project teams produce expected business or technical outcomes, while governance activities include management and leadership responsibility for portfolio management; and project and/or program issues, changes, resources (human and fiscal), communications, status/progress reporting, risks, quality, procurement and project closure.

A program manager (PgM) is the person responsible for achieving the approved program goals and vision for a particular organizational strategic outcome by managing and coordinating a set of program components (initiatives and projects) to obtain benefits and control that could not have been achieved by managing the components individually.

A project manager (PM) is the person accountable and responsible for achieving the approved project objectives/goals. To be successful, a PM should have full responsibility and authority to complete an assigned project.

The project owner is typically, but not always, the head of the business unit receiving the product, and bears business responsibility for successful project implementation. Sometimes referred to as the lead or champion for the project.

• Key to allocating initial resources needed to build a viable Business Case that is worthy of inclusion into the HR-Project Portfolio
• Drives the project through the Project Intake & Approval process
• Works with the HR-PMO in assigning a Project Manager to the Project
• Responsible for managing the business side of the organizational change that is being delivered by the project/program, by preparing the business for the change, introducing the change to the business, determining and measuring benefits, and monitoring the business environment through the transition and after.

The project team is responsible for contributing to the overall project objectives and specific team deliverables, by contributing towards the planning of project activities and executing assigned tasks/work within the expected quality standards, to ensure the project is a success.

The strategic architect provides support, guidance, and expertise to IT programs and projects from ideation to closure, performs research, identifies business and information technology trends and best practices, and recommends appropriate solutions, methodologies, and strategies for achieving organizational goals.

In general, the responsibility of the subject matter expert (SME) is to ensure the facts and details are correct so that the project’s/program’s deliverable(s) will meet the needs of the stakeholders, legislation, policies, standards, and best practices.

Stakeholders are the groups, units, individuals, or organizations, internal or external to NC State, which are impacted by, or can impact, the outcomes of the project/program. Stakeholders will include project/program sponsor(s), project manager(s), program manager(s), subject matter expert(s), project team members, customers, plus a number of other people or groups, depending on the project/program.

• Assures that the project goals and objectives align with the organization’s strategic direction.
• Key to allocating initial resources needed to build a viable Business Case that is worthy of inclusion into the HR-Project Portfolio
• Provides executive intervention to overcome organizational roadblocks throughout the project lifecycle.

The UHR Executive Sponsor must be a member of the UHR Leadership who champions the project within the NC State HR Community. The Executive Sponsor must be the highest/most influential senior leader who has demonstrable interest and/or concern for the project’s solution and success, in proportion to the project’s risk and scope.