Roles and Responsibilities



Project Role DescriptionsDefinitionsBusiness Process: A set of interrelated tasks that result in the delivery of a service to a customer. A business process can leverage one or many software applications (products) to accomplish its goal.Product: End-user software application used to automate business processes.Project: Temporary endeavor undertaken to produce a unique product, service or result.Strategic (Large) Project: As a rule-of-thumb, a project that requires coordination between three or more departments and requires greater that four (4) effort weeks to complete. These projects must be requested and prioritized through senior leadership.Departmental (Small) Project: A small project is typically completed by an individual or coordination within one or two departments and requires less than four (4) weeks of effort to complete. This effort must also be requested and prioritized via the Information Technology Product Backlog.Program: A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.Enhancement: Any product change or upgrade that does not meet the size and complexity to qualify as a project. This effort must also be requested and prioritized via the Information Technology Product Backlog.Notes:1.These roles may be filled by the same person based on the size and complexity of the project and resource availability.2.Not every role must be filled for every project. For example, a project that does not require extensive Information Technology support will typically not have an IT Sponsor.Executive SummaryThis document describes the tools used to identify roles and responsibilities for all approved projects.Role Descriptions: Used to define generic responsibilities for key project stakeholders.Project RACI Chart: Used for identifying specific artifact related roles and responsibilities for each major project approved by the Approval Authority.Role DescriptionsApproval Authority: Includes executive level leadership from key business units involved in project oversight and control and any other key stakeholder groups that have special interest in the outcome of the project. Responsibilities include:Approve/disapprove requested projects based on the merit of the associated Business Case.Authorize resource allocation and funding.Act individually and collectively as vocal and visible project champions throughout their representative organizations.As necessary, take an active role in approving project deliverables, helping resolve issues and policy decisions, and providing project related direction and guidance.Executive Sponsor: This senior leader has a demonstrable interest in the outcome of the project and is the ultimate decision-maker for the project. Responsibilities include:Ultimate responsibility for securing spending authority and resources for the project.Act as a vocal and visible champion and legitimize the project’s goals and objectives.Keep abreast of major project activities.Provide support for the Business/IT Sponsors and the Project Manager.Final approval of all scope changes and sign-off on approvals to proceed to each succeeding project phase.Ensure that benefit realization metrics are defined and that post-implementation benefit measurement is completed in a timely manner.Note: The Executive Sponsor may elect to delegate some of the above responsibilities to the Business and/or IT Sponsor.Business/IT Sponsor: These senior leaders represent the business unit and IT unit with demonstrable interest in the outcome of the project. Responsibilities include:Share the responsibility for securing spending authority and resources for the project.Acts as a vocal and visible champion and legitimize the project’s goals and objectives.Keep abreast of major project activities and participate as a decision-maker for the project.Participate in and/or lead project initiation.Play a significant role in the development of the Project Charter.Participate in project planning (high level).Provide support for the Project Manager/Lead byAssisting with major issues, problems, and policy conflicts,Removing obstacles,Participating in planning the project scope,Approving scope changes,Signing off on major deliverables, andSigning off on approvals to proceed to each succeeding project phase.Define the metrics and lead the efforts for post-implementation benefit measurement.Business Owner: The Business Owner is a user-level representative and the primary liaison between business users and information technology for their business process and/or product (e.g. business tool or system). The Business Owner will have an in-depth knowledge of system, processes and procedures for the product they represent. They will understand how end-users actually use the systems, their frustrations, and their current workarounds. The Business Owner will engage appropriate stakeholders (e.g. user groups) as necessary in the performance of their responsibilities. For example, business process and product changes may have cross-functional impact that requires coordination with stakeholders from multiple departments. Their responsibilities include:Oversee the creation, update, maintenance and approval of documents (procedures, work instructions/protocols) to support the end-to-end business process.Review, approve, and prioritize requests related to their business process and product based on business value.Manage the process improvement cycle to identify opportunities for improvement and lead the implementation of related solutions.Work with information technology to negotiate priorities relative to the project portfolio and product backlog.Participate in project and agile meetings as necessary (e.g. requirements elicitation, sprint planning, and demonstrations).Collaborate with business analysts to develop features and stories, including the authority to establish acceptance criteria.Ultimate responsibility for, through direct participation and/or coordination, testing product changes prior to municate product and process changes to the business users.Coordinate training related to product and process changes as applicable.Coordinate document updates related to product and process changes as applicable.Note: The Business Sponsor is not necessarily the Business Owner. They are complementary roles with different responsibilities and authorities. For example, Business Sponsor’s responsibilities end when a project is completed, and a Business Owner has authority over the business process and related product after a project is complete.Project Manager/Lead: A Project Manager (PM) and Project Lead (PL) have the same responsibilities for management of their project’s deliverables.The PM/PL responsibilities include:Develop the Project Plan with the team and manage the team’s performance of project tasks.Secure acceptance and approval of deliverables from the Project Sponsors and applicable Stakeholders.Project related communication, including status reports, risk identification and management, escalation of issues that cannot be resolved in the team, etc…Ensure that the Project Team completes the project and that the project is delivered within the approved budget, schedule, and scope.Ensure that the minimum required project documentation is complete and archived.The Business Analyst will help facilitate communication with business owners, user groups, information technology, and additional business stakeholders to elicit business requirements approved projects. Their responsibilities include:Elicit and document business requirements, user requirements, and system requirements (functional and non-functional).Identify the acceptance criteria for requirements and manage the requirements traceability matrix.Liaison with the information technology team to manage the product backlog for projects that require applications development or business application support.Seek to understand the business processes to assist with identifying possible enhancements for the business and improve the value to the end user.Collaborate with business owners to identify potential upstream and downstream impacts to business processes and products related to a project.Project Management Office (PMO): The PMO is responsible for facilitating the project selection and funding process, developing and implementing the standardized project management methodology, and overall oversight for the project portfolio. Responsibilities include:Develop and implement, and conduct the associated training and coaching for all project management related processes.Monitor and report progress for all active projects.As directed by senior leadership, the PMO may be called upon to provide direct project management services for specific projects.Project Team: The Project Team is responsible for executing tasks and producing deliverables as outlined in the Project Plan and directed by the Project Manager/Lead.Vendor(s): These contracted resources provide additional products or services the project will require and are another member of the Project Team. Their specific contracted roles will determine their project related responsibilities.Other Stakeholder(s): Those groups, individuals, or organizations, internal or external to performing department, which are impacted by, or can impact, the outcomes of the project. This can include strategic partners, customers, customer groups, and other similarly affected groups not outlined in the role descriptions above. Their specific roles will determine their project related responsibilities.Approvals________________________________Date: ____________________<Name><Author, PMO Leader, etc…>________________________________Date: ____________________<Name><Senior Leader>________________________________Date: ____________________<Name><Executive Leader>< Add approvals as necessary. > ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download