Although I lead the IT Division, part of my responsibilities include doing post project reviews for large, enterprise projects, not just those in IT. Examples of enterprise projects include product launches, business deals and alliances, the Oracle implementation systems integration selection process, and various Oracle releases. One consistent issue across these and other projects I have worked on is a lack of role clarity.
In a previous life as a consultant, this was strikingly clear in one project rescue I led. I took over a large program that was clearly off the rails, and had the task of bringing it back on track. First, we brought the major project managers into the room. They each put their name on the top of one sheet of flip chart paper, and put it up on the wall. Next, all were to list on the various, named flipcharts what they thought the responsibilities were for everyone but themselves. Once done, they had to stand by their own flipchart and read aloud what everyone else had written. The depth and breadth of misunderstanding took everyone's breath away. Immediately we could see what was driving so much unproductive activity and behavior. Quickly we were able to get aligned and get productive. If you find yourself in this situation, I highly recommend this exercise.
How do you know if role confusion is driving some of your project's issues and morale? Consider the following symptoms:
1. Lack of clarity regarding who has the authority to make decisions
2. A lack of decision "stickiness," or revisiting decisions once they are made
3. Over or under inclusion of the right people in the right meetings
4. Over or under communication of project information
5. People in a "wait state" being unproductive or working on unimportant tasks
6. Uneven workloads across the team
If you find that you are experiencing any of these symptoms, make the effort to get role clarity. The flip chart exercise is a valuable one to surface and address disconnects. The standard responsibility matrix called a RACI document (Responsible, Accountable, Consulted, Informed) is another valuable tool. Agreement and documentation of roles is always is time well invested.
Marian Cook is currently the head of IT for a midmarket healthcare market leader of products, services and education for the pathology market. She leads the 100 person IT division and has a major Oracle R12 implementation underway. Among her many accomplishments she was once the Network Director for WITI Chicago and is currently on the Chicago's Mayor's Council of Technology.