Tricks for Clearly Defining Roles on Projects
3
Tricks o the Trade ® or Clearly Defning Roles on Projects by Rita Mulcahy, PMP Page of 2 Copyright © 2006 by Rita Mulcahy, PMP . All rights reserved. Rev. 09.27.06 RMC Project Management, Inc. • 500 East Travelers Trail, Suite 00 • Minneapolis, Minnesota 55337 [email protected] • www.rmcproject.com • (952) 846-4484 The copyright owner hereby grants permission to make copies of this handout for personal, noncommercial use only. Example WBS Dictionary Project: ______ Work Package No.: ____ Person responsible: ________ Authorized Work Package Work Description – (What work is authorized?) Acceptance Criteria Work Package Product (Deliverables) Assumptions/Constraints Risks Approved by: PM: ____________________ Date: __________ Defining What Needs to Be Done for Each Work Package THE WBS DICTIONARY: Defning What Needs to Be Done or Each Work Package T ricks of t he T rade ® Whenever I teach project management classes or team members, they always say, “Please tell project managers to clearly assign roles and responsibilities on the project!” Most project man- agers are surprised, believing that they already do this. Obviously there is a problem. Something is missing! Let’s explore what contributes to clearly assigned roles so that you can evaluate your project and make sure you do not all into this trap. Clearly assigning roles and responsibilities begins with knowing what needs to be done. Tereore the project charter and the WBS are key elements. Do you have a charter and a WBS? Do you know that a WBS is created with the team, using Post It™ Notes and may take a orm that looks something like the picture at right. Once all the work needed to accomplish the project is completed or each work package, it is easy to enter the work packages (the lowest level o the WBS or some other strategy) into a Gantt chart. But why not also include the name o the person assigned to each work package? Yes, one person must be made responsible or each work package even i a group is doing it.
-
Upload
samiullah-amarkhel -
Category
Documents
-
view
215 -
download
0
Transcript of Tricks for Clearly Defining Roles on Projects
7/29/2019 Tricks for Clearly Defining Roles on Projects
http://slidepdf.com/reader/full/tricks-for-clearly-defining-roles-on-projects 1/2
Tricks o the Trade® or Clearly Defning Roleson Projects by Rita Mulcahy, PMP
Page of 2Copyright © 2006 by Rita Mulcahy, PMP. All rights reserved. Rev. 09.27.06RMC Project Management, Inc. • 500 East Travelers Trail, Suite 00 • Minneapolis, Minnesota [email protected] • www.rmcproject.com • (952) 846-4484The copyright owner hereby grants permission to make copies of this handout for personal, noncommercial use only.
Example WBS Dictionary
Project: ______ Work Package No.: ____ Person responsible: ________
Authorized Work Package Work Description – (What work is authorized?)
Acceptance Criteria
Work Package Product (Deliverables)
Assumptions/Constraints
Risks
Approved by: PM: ____________________ Date: ___________
Defining What Needs to Be Done forEach Work Package
THE WBS DICTIONARY:
Defning What Needs to Be Done
or Each Work Package
Tricks of the Trade®
Whenever I teach project management classes or team members, they always say, “Please tellproject managers to clearly assign roles and responsibilities on the project!” Most project man-agers are surprised, believing that they already do this. Obviously there is a problem. Somethingis missing! Let’s explore what contributes to clearly assigned roles so that you can evaluate yourproject and make sure you do not all into this trap.
Clearly assigning roles and responsibilities begins with knowing what needs to be done. Tereore
the project charter and the WBS are key elements. Doyou have a charter and a WBS? Do you know that aWBS is created with the team, using Post It™ Notesand may take a orm that looks something like thepicture at right.
Once all the work needed to accomplish the project is completed or each work package, it iseasy to enter the work packages (the lowest level o the WBS or some other strategy) into aGantt chart. But why not also include the name o the person assigned to each work package?Yes, one person must be made responsible or each work package even i a group is doing it.
7/29/2019 Tricks for Clearly Defining Roles on Projects
http://slidepdf.com/reader/full/tricks-for-clearly-defining-roles-on-projects 2/2
Once everyone knows who is doing what, we are still missing something important. I we ask a teammember to complete a work package that is only dened as a two-word description rom the WBS,we will be in trouble. Why? Because all people tend to add work or unctionality (gold plate) to work packages instead o providing only what is required. Te use o a WBS Dictionary will help keep ev-eryone on track. It is created by the team member or each o their work packages and reviewed by the project manager. It describes the work package eforts, in advance, so the team member and the
project manager can make sure that the level o efort, quality, time and cost are appropriate or thepriority, complexity and charter o the project. A WBS Dictionary can be thought o as a charter oreach work package.
Lastly, let’s use common sense and check with our team members beore the project management planis nalized and also throughout the project by asking, “How clear are the roles and responsibilities onthis project? What still needs to be claried?” Te team can always tell you more than you expect.
With these tools in place, the problem of unclear roles and responsibilities is greatly
diminished or eliminated. Good luck!
Copyright © 2006 by Rita Mulcahy, PMP. All rights reserved. Rev. 09.27.06RMC Project Management, Inc. • 500 East Travelers Trail, Suite 00 • Minneapolis, Minnesota [email protected] • www.rmcproject.com • (952) 846-4484The copyright owner hereby grants permission to make copies of this handout for personal, noncommercial use only.
Page 2 of 2
“PMP” and the PMI REP Logo are marks of the Project Management Institute, Inc. RMC Project management has been reviewed and approved as a providerof project management training by the Project Management Institute (PMI). As a PMI Registered Education Provider (R.E.P.), RMC Project Management hasagreed to abide by PMI-established quality assurance criteria.
