Why do projects go wrong #10

Lack of definition of roles and responsibilities.

In most organisations projects are one off events. They are not business as usual. Peoples roles and responsibilities within the project team might fall outside the role defined by their job description. It is unfortunate that too often roles and responsibilities on the project team are so loosely defined that they lead to a dysfunctional organisation. Everybody has high expectations of other team members, but nobody is particularly clear who is responsible, who is accountable, who needs to be consulted, and who needs to be informed, about each issue. Who has the ultimate decision making power? Even if this is clear, do those that have delegated responsibility know clearly where that authority starts and more particularly where it ends. Once delegated authority limits are set to be exceeded is everyone clear to which higher authority should the issue be elevated. 

Does your organisation set project specific levels of responsibility or is it just set at corporate level. Do the limits relate solely to financial measures or do they cover time, quality, benefits, and risk. Are those team members that represent operator or maintenance interests aware of the importance of their responsibility of timely discharge of their duties. In some organisations there is a desire and a kudos to be gained from being appointed to the project team. Projects are about the future, they are exciting and sexy, and a great change to the mundane business as usual. Unfortunately as fast as people express a desire to be part of a project, they reject the notion of formalising and recording the specific duties and responsibilities of their role on the project. They would much rather leave all the responsibility with the PM, whilst taking glory for themselves, if the project proves to be a success, and leave the PM to carry the can if it doesn't. 

Many will use to good effect RACI matrices to identify project team roles with specific responsibilities. But these need to go beyond the generic and be developed on a project specific basis, and for named individuals to be assigned roles for each stage of your project. 

Individuals within highly functional organisations, respect each other, they know their place in the team, they have a clear knowledge of their responsibilities and how their role fits into the whole. Individuals collaborate and support each other and work as a team. 

Dysfunctional organisations are characterised by duplication of effort, of things falling between the slats. Individuals do not have a clear understanding of what they should be doing or how their effort contributes to the whole. 

So don't let your projects go wrong by not putting enough effort into assigning roles and responsibilities. Each stage of your project might need different skills or characteristics from team members. So do take the opportunity to review, refine and reassign roles and responsibilities if necessary at each stage gate review. 

I would be interested in your experience of use of RACI matrices in your organisation, your programmes and projects.

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Other posts in this series

• Why do projects go wrong #1 - misunderstanding of what a project is
• Why do projects go wrong #2 - no common understanding of purpose
• Why do projects go wrong #3 - lack of leadership
• Why do projects go wrong #4 - inappropriate transfer of risk
• Why do projects go wrong #5 - scope creep
• Why do projects go wrong #6 - overly optimistic budgets
• Why do projects go wrong #7 - lack of agreed success criteria
• Why do projects go wrong #8 - lack of effective communication
• Why do projects go wrong #9 - lack of manageable steps