Governance becomes frustrating when nobody knows who can decide. Routine questions travel upwards, important decisions wait for the wrong meeting and the project manager becomes the default owner of every unresolved problem. Clear responsibilities can reduce that friction without adding layers of administration.

Represent the interests behind the project

PRINCE2 brings business, user and supplier interests into the project organisation. The business needs a worthwhile investment. Users need products they can use to achieve the intended benefits. Suppliers need to provide the skills and resources required to deliver those products.

The project executive represents the business interest and is the single point of accountability for the project. The senior user represents user needs and benefits. The senior supplier is accountable for supplier product quality and technical integrity. These responsibilities should be understood even where a small project combines permissible roles.

Distinguish direction from daily management

The project board directs the project. The project manager manages day-to-day work within the agreed authority and constraints. If the board has to approve every minor action, delegation is not working. If major decisions are made without appropriate escalation, control is not working either.

Write role descriptions that reflect actual authority, availability and capability. A person who has no time to fulfil a role will not become effective merely because their name appears in the organisation chart.

Review the structure as work changes

The skills needed during preparation may differ from those needed during delivery or handover. Revisit the team structure when that happens. Explain any changed responsibilities and update the communication routes.

Good governance should help people answer a practical question: who owns this decision, and what information do they need? If the structure cannot answer it, simplify or clarify the structure before adding another meeting.