Roles and Responsibilities

It is important that at the start of a project everyone knows what their role is and what is expected from them.

Remember, in some smaller organisations some people assume two or more roles.

Here are some typical tasks each role takes:

Project sponsor

Resolves project issues
Owns business case
Stakeholder arbitration
Identify strategic risk
Helps PM with contingencies

Project manager

Creates and owns PMP
Delivers project to TCQ
Manages project
Manages stakeholders
Liaise with end-users

Project team

Delivery of work packages
Time/cost estimates
Report WP progress
Support PM
Technical expertise

Users

Agrees acceptance criteria
Accepts and operates outputs
Advise the sponsor on suitability
Liaise with PM
Has accepted sponsor authority

Steering group

May appoint sponsor
Help influence stakeholders
Support and advise the sponsor
Authorises business case
Represents the business

Supplier

Help identify technical key aspects
Perform the terms of a contract
Responsibility to report progress
Escalate any issues or risks
Technical expertise

Sponsor and project manager

There is a fundamental issue at stake when we start to consider organisational roles. The PM reports to the sponsor for the purpose of the project. This relationship is separate and distinct from any line management or organisational relationship that may exist.

RACI

An example of a RACI chart, as discussed in the text.

Figure 1: An example of a RACI chart

The work breakdown structure (WBS) identifies a series of project tasks to be completed. Combining those tasks with project roles, we can create a matrix detailing who is Responsible (you need to complete the task), Accountable (you hold accountability for that task), Consulted (you are being asked for your expertise) and Informed (you are being made aware) for each task.

When you’re ready, select the vertical Learning Path button to continue.