ࡱ> VXU` ]bjbj lBbbbbbbb$TP( 4 4/f ( !!!((((>(,/$0hb39/b!!!!!9/bb N/"""!vb b ("!("":%obb%& ="|& A&td/0/& 5"45%&5b%&!!"!!!!!9/9/"!!!/!!!!4444444"bbbbbb Project Team Organization and Team Assignments What: A checklist for organizing a project team, and a Roles and Responsibility table for documenting all the members of a cross-functional project team, including their roles, responsibilities, and contact information. Why: The process of systematically constructing this team list usually brings to light people who have been "forgotten". How often has the team included all the right development people, but not the regulatory person? Or the key business sponsor? The process of documenting roles and responsibilities also helps get explicit commitments from team members and their managers on what responsibilities they are signing up for. And once the list has been created, it can then be used to ensure that all the team members are included appropriately in meetings, reviews, etc. How: The project manager and team should construct this list at the beginning of the project, being careful to go through each functional group and ask "do we need someone from this group on our team, even if they're part-time or temporary?" Asking the question that way often brings to light the need for crucial support people who were not otherwise being thought of as 'part of the team". The list can be added to as new team members are identified during the project. The Roles and Responsibilities columns should capture the essence of their contribution to the project. Clearly stating the Roles and Responsibilities and getting full buy-in to the written descriptions helps the entire team to understand the boundaries they accept in working together and where their interdependencies lie. Note the following distinction between role and responsibility: A role is a descriptive title or label, usually described by using nouns. Product Manager is a role. A responsibility is an activity, duty, action, or task associated with a role. It emphasizes action promoting, designing, approving, reviewing, testing, etc. Communicating with customers is a responsibility. Project Team Organization Checklist: Determine what organizations need to be involved review preliminary project description consider both internal and external groups include customer(s) if applicable include groups from all phases of the project Select core members from each identified organization get commitment and buyin from their managers ensure that they have the time required for the project get their commitment to the project ensure that they can make decisions and commitments for their organization Core/Extended Team The project team consists of core members and extended members Core members make major decisions and recommendations regarding the project Extended members serve as a resource to the core team, usually providing specific expertise to the team Team Member Roles Team members must take ownership of all project activities Along with the project manager, they are directly responsible for the successful completion of the project Team Member Skills They must rely on each other & work well as a team They must be personally committed to the success of the project They must be technically competent in the area of their responsibility Their skills must complement others in the group -- overlapping skills allow for changes in assignments at a later date Critical skills which are missing will cause serious problems at some point in the project Look for potential in addition to demonstrated ability - The project manager is responsible for facilitating the development of team member skills where appropriate - Ideally, each project should be a growth experience for all team members Project Team Assignment Roster NameGroupRoleResponsibilityContact InformationJim P ManagerProject OfficeCore Team leader (Project manager)Leading & managing Business Team. Schedule and budget authority for project. Single-point contact with TDC, an outside development organization.Email: Phone: Location:John EngineerEngineeringDevelopment leadCreating H/W & S/W architecture; tracking engineering team schedulesEmail: Phone: Location:Roy MarketingMarketingProduct ManagerManaging the Requirements Spec; participating in Issue Management meetings, participating in all cross-functional reviews, communicating with customerEmail: Phone: Location:Jill OperationsManufacturingManufacturing LiaisonOwns Manufacturing Plan and tracking the mfg. deployment scheduleEmail: Phone: Location:Pat OutsourceSoftware Development- Technology Development Corp.Project manager and lead software engineer.Single-point contact for all coordination of TDC work with our own. Periodic reporting on schedule progress and budget for TDC work.Email: Phone: Location:     ProjectConnections.com Template Contributed by IPSolutions, Inc.Project Team Organization and Assignmentswww.ipsassociates.com Copyright 2000-2003 IPS Associates Inc. Member permission for personal project use granted on condition that references to ProjectConnections and IPS are preserved Page PAGE 2  ProjectConnections.com Template Contributed by Integrated Project Systems, Inc.Project Team Organization and Assignmentswww.ipsassociates.com Copyright 2000-2003 IPS Associates Inc. 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