Roles and responsibilities in project team - Revision history

Tkokotas at 15:30, 16 November 2018

2018-11-16T15:30:10Z

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			''Developed by Jan Talas''

	==Abstract==		==Abstract==

Alexbaizanos: /* References */

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References

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	<references />		<references />

	==Annotated bibliography==		==Annotated bibliography==

Jantalas: /* Annotated bibliography */

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Annotated bibliography

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	'''Murray, Andy & Co. (2009), pages 269-275: Managing successful projects with PRINCE2, 5th edition, United Kingdom, TSO''':		'''Murray, Andy & Co. (2009), pages 269-275: Managing successful projects with PRINCE2, 5th edition, United Kingdom, TSO''':
	This book provides an appendix that summarises all possible project stakeholder roles and explains their relevance and connections between them. Each role is described in detail ~~and contains~~ a wide range of responsibilities.		This book provides an appendix that summarises all possible project stakeholder roles and explains their relevance and connections between them. Each role is described in detail with a wide range of responsibilities.

	'''Project Management Institute. (2013) pages 255-286: A guide to the project management body of knowledge : (PMBOK® Guide), 5th edition''':		'''Project Management Institute. (2013) pages 255-286: A guide to the project management body of knowledge : (PMBOK® Guide), 5th edition''':
	This guide contains essential information on processes and practices of project management. The content is based on knowledge and experience of project managers. The 9th chapter is devoted to the topic of Project Human Resource Management. This part of the book focuses on identifying and documenting of project roles and responsibilities, developing and managing of project teams with the use of contemporary tools and techniques. The ~~reader~~ can ~~better understand~~ the importance of human activities for the success of a project.		This guide contains essential information on processes and practices of project management. The content is based on knowledge and experience of project managers. The 9th chapter is devoted to the topic of Project Human Resource Management. This part of the book focuses on identifying and documenting of project roles and responsibilities, and on developing and managing of project teams with the use of contemporary tools and techniques. The readers can advance their understanding of the importance of human activities for the success of a project.

	'''https://www.pmi.org/learning/library/exploring-role-executive-project-sponsor-8107 Labuschagne, L., Cooke-Davies, T., Crawford, L., Hobbs, J. B., & Remington, K. (2006). Exploring the role of the project sponsor. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.''': This link refers to an article reporting on a research project that was supported by the Project Management Institute (PMI®). The research project analysed the role of Executive Sponsor. ~~This~~ article provides profound and coherent insight into the problematic of the Executive role in a project, explains its importance and connections to other roles and describes key responsibilities.		'''https://www.pmi.org/learning/library/exploring-role-executive-project-sponsor-8107 Labuschagne, L., Cooke-Davies, T., Crawford, L., Hobbs, J. B., & Remington, K. (2006). Exploring the role of the project sponsor. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.''': This link refers to an article reporting on a research project that was supported by the Project Management Institute (PMI®). The research project analysed the role of Executive Sponsor. The article provides profound and coherent insight into the problematic of the Executive role in a project, explains its importance and connections to other roles and describes key responsibilities.

Jantalas: /* Limitations */

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Limitations

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	<ol>		<ol>
	<li>'''Resource requirements:''' ~~Resource type and the needed amount have to~~ be determined for each work process. Only then human resource planning can assess how many ~~team members~~, what skills and specialisations will be required for project success.<ref>Page 260, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref>		<li>'''Resource requirements:''' The quantity of all required resources must be determined for each work process. Only then human resource planning can assess how many employees, what skills and specialisations will be required for project success.<ref>Page 260, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref>

	<li>'''Right tool choice:''' Mentioned organisational charts vary from each other and are used for different purposes. A hierarchical chart is a graphical option well-describing positions, relationships and levels of authority whereas matrix table shows connections between either people and their work or people and their roles and responsibilities. Text formats may be used for very detailed work descriptions.<ref name="MATRIX"></ref>		<li>'''Right tool choice:''' Mentioned organisational charts vary from each other and are used for different purposes. A hierarchical chart is a graphical option well-describing positions, relationships and levels of authority, whereas matrix table shows connections between either people and their work or people and their roles and responsibilities. Text formats may be used for very detailed work descriptions.<ref name="MATRIX"></ref>

	<li>'''Success is not guaranteed:''' The knowledge and right application of the subject do not guarantee the success of a project. Roles and responsibilities may be defined precisely and well presented to the team members. However, it depends on how people perform their roles, whether they follow approved structure and whether they act within their level of authority and do not abuse it. People are driven by their emotions, personality, prejudice, conviction and intuition, which influences their behaviour and performance. This may result in stepping out of their roles.		<li>'''Success is not guaranteed:''' The knowledge and right application of the subject do not guarantee the success of a project. Roles and responsibilities may be defined precisely and well presented to the team members. However, it depends on how people perform their roles, whether they follow approved structure and whether they act within their level of authority and do not abuse it. People are driven by their emotions, personality, prejudice, conviction and intuition, which influences their behaviour and performance. This may result in stepping out of their assigned roles.

	</ol>		</ol>

Jantalas: /* Matrix chart */

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Matrix chart

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	[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]		[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]
	The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.) as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. More straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2013, 5th. ed.) defines as "a common type of RAM that uses responsible,		The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.) as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. More straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2013, 5th. ed.) defines as "a common type of RAM that uses responsible,
	accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''		accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.

	====Text-oriented format====		====Text-oriented format====

Jantalas: /* Matrix chart */

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Matrix chart

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	====Matrix chart====		====Matrix chart====
	[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]		[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]
	The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.) as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. ~~A more~~ straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (~~2012~~, 5th. ed.) defines as " a common type of RAM that uses responsible,		The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.) as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. More straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2013, 5th. ed.) defines as "a common type of RAM that uses responsible,
	accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''		accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''

Jantalas: /* Matrix chart */

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Matrix chart

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	====Matrix chart====		====Matrix chart====
	[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]		[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]
	The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.)as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. A more straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2012, 5th. ed.) defines as " a common type of RAM that uses responsible,		The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.) as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. A more straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2012, 5th. ed.) defines as " a common type of RAM that uses responsible,
	accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''		accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''

Jantalas: /* Matrix chart */

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Matrix chart

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	====Matrix chart====		====Matrix chart====
	[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]		[[File:RACI_RR.png\|thumb\|Right\|500x400px\|Table 1: RACI chart, inspired by the PMBOK® Guide – Fifth Edition]]
	The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.)as " a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. A more straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2012, 5th. ed.) defines as " a common type of RAM that uses responsible,		The most popular matrix based chart '''RAM - responsibility assignment matrix''' is defined by PMBOK® Guide (2013, 5th ed.)as "a grid that shows the project resources assigned to each work package."<ref name="MATRIX">Page 262, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> It clarifies the roles and responsibilities of team members for individual tasks. RAM is an adaptable chart, that can at higher levels serve as a summary of work assigned to a particular group. A more straightforward RAM is used when roles, responsibilities and levels of authority among team members are to be specified. An ordinary type of matrix chart is '''RACI''' chart, which PMBOK® Guide (2012, 5th. ed.) defines as " a common type of RAM that uses responsible,
	accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''		accountable, consult and inform statuses to define the involvement of stakeholders in project activities."<ref>Page 557, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref> ''A RACI has a great utilisation when roles and responsibilities need to be described unambiguously. For example when team members are from different departments or organisations.''

Jantalas: /* Project team structure */

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Project team structure

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	Elementary team organisation can be derived from an article about Project Team Roles and Responsibilities published by Villanova University. The article describes only five roles - ''Project project manager'', ''project team member'', ''project sponsor'', ''executive sponsor'' and ''business analysts''.<ref>https://www.villanovau.com/resources/project-management/project-team-roles-and-responsibilities Project Team Roles and Responsibilities. Villanova University. Retrieved 15 February 2018.</ref>		Elementary team organisation can be derived from an article about Project Team Roles and Responsibilities published by Villanova University. The article describes only five roles - ''Project project manager'', ''project team member'', ''project sponsor'', ''executive sponsor'' and ''business analysts''.<ref>https://www.villanovau.com/resources/project-management/project-team-roles-and-responsibilities Project Team Roles and Responsibilities. Villanova University. Retrieved 15 February 2018.</ref>

	[[File:Team_Structure.jpg\|thumb\|right\|500x450px\|Figure 1: Project Team Structure, inspired from the PRINCE2™]]		[[File:Team_Structure.jpg\|thumb\|right\|500x450px\|Figure 1: Project Team Structure, inspired from the PRINCE2™ (ed. 2009)]]
	More coherent and complex structure can be developed according to team roles and responsibilities characterizations described in the PRINCE2™ (ed. 2009) book.<ref name="five">Page 269-275, Appendix C: Roles and responsibilities, 2009 ed. Managing Successful Projects with PRINCE2™ (Projects in a Controlled Environment)</ref>		More coherent and complex structure can be developed according to team roles and responsibilities characterizations described in the PRINCE2™ (ed. 2009) book.<ref name="five">Page 269-275, Appendix C: Roles and responsibilities, 2009 ed. Managing Successful Projects with PRINCE2™ (Projects in a Controlled Environment)</ref>
	It covers all possible stakeholders and shows the overall complexity of the entire system. A model of this type can be viewed as a top-down hierarchy:		It covers all possible stakeholders and shows the overall complexity of the entire system. A model of this type can be viewed as a top-down hierarchy:

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Application

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	===Organization Charts and Position Description===		===Organization Charts and Position Description===
	Many tools and techniques help to apply the knowledge of roles and responsibilities to real projects. The purpose is to make sure there is a team leader assigned to a specific work package, and all team members understand their roles, duties and level of authority. The three main categories covering the majority of models to record team roles and responsibilities are '''hierarchical''', '''matrix''', and '''text-oriented'''. <ref name="pepa">Page 261, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref>		Many tools and techniques may help to apply the knowledge of roles and responsibilities to real projects. The purpose is to make sure there is a team leader assigned to a specific work package, and all team members understand their roles, duties and level of authority. The three main categories covering the majority of models to record team roles and responsibilities are '''hierarchical''', '''matrix''', and '''text-oriented'''. <ref name="pepa">Page 261, A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition (2013)</ref>

	====Hiearchical chart====		====Hiearchical chart====
	Hierarchical chart enables to design a top-down organisational structure where each employee has a direct supervisor. This type of chart displays levels of authority, ~~responsibility~~, who reports to who and thus speeds information flow and communication:<ref name="pepa"></ref>		Hierarchical chart enables to design a top-down organisational structure where each employee has a direct supervisor. This type of chart displays levels of authority, responsibilities, who reports to who, and thus speeds up information flow and communication:<ref name="pepa"></ref>

	<ol>		<ol>
	<li>'''Work breakdown structure''' (WBS) - Shows how deliverables are divided among different teams.		<li>'''Work breakdown structure''' (WBS) - Shows how deliverables are divided among different teams.
	<li>'''Organizational breakdown structure'''(OBS) - Work is allocated to a particular department, unit or team.		<li>'''Organizational breakdown structure'''(OBS) - Work is allocated to a particular department, unit or team.
	<li>'''Resource breakdown structure''' (RBS) - Resources are grouped according to function and resource type.		<li>'''Resource breakdown structure''' (RBS) - Resources are grouped according to their function and resource type.
	</ol>		</ol>
	[[File:Hierarchy RR.png\|thumb\|left\|550x400px\|Figure 2: Hierarchical chart, inspired by the PMBOK® Guide – Fifth Edition]]		[[File:Hierarchy RR.png\|thumb\|left\|550x400px\|Figure 2: Hierarchical chart, inspired by the PMBOK® Guide – Fifth Edition]]