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Date
Getting things done is easiest when responsibilities are clear.
Because when it comes down to it, there's no special formula for project success other than being clear on key parameters such as requirements, scope, deliverables and resources.
Take team members as an example. We need people with specific skills to execute project activities well. And knowing what's to be delivered and roles that are required to deliver those results creates for the team a picture of how the project will be completed.
In project-based organizations, many project team members are not carrying out day-to-day functions. Team members often are brought in for a specific project with a specific role to fill. That role is not always as well-defined as, say, someone's role in auditing, marketing, operations management or human resources.
As the project leader, figuring out and clarifying everyone's role and their responsibilities often comes from spending time on the project, asking questions and consulting project definition documents. Setting expectations of what is required of team members before the project is in full swing should be standard practice.
One way to set expectations would be to clearly identify each role with its set of responsibilities and accountabilities within the project definition documents.
Include an RACI chart--a matrix of all the activities or decision-making authorities undertaken in an organization set against all the people or roles--for areas such as communication, deployment, quality assurance and testing.
When describing the role of a particular team member, it's also a good idea to distinguish his or her on activities that may not directly relate to the project, but may be required within the organization.
What challenges do you face when doling out team responsibilities.
Posted
by
Dmitri Ivanenko PMP ITIL
on: December 03, 2009 03:30 PM |
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