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

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.