Why role clarity creates momentum in projects and confusion creates delays

We were weeks away from 'Go Live'. The project plan was being walked through, and when it came to engaging the business on testing -'So how are we going with engaging the business?', the program manager asks. Heads turn from side to side, seeking the positive response that will put everyone at ease - an awkward silence ensues. 

You may question how it is that there would be role confusion in a project, when a team of experienced staff come together to deliver a project - and yet it still happens! The end result is a decrease in quality, time delays, conflict within the team and that ultimate pointing of fingers when the Sponsor asks - 'why wasn't that completed by now?'.

Tasks being incomplete, or handovers not taking place, it all comes down to the following common causes:

- The project manager (PM) assumes everyone knows their role. Even though you have a team of experienced professionals they bring with them their own way of working. To avoid any conflict, it is worth pushing re-set for everyone at the beginning of the project or if you are new to leading the project

- Not understanding that every project team is different. You may have a number of projects under your belt but no matter what your role in the project team if you assume that every project is the same, or that every project team works the same is a lesson you only need to learn once. You can 5 people with the same job description, level of experience and skills, yet there will be 5 variations on their approach. There are nuances on every project, and every individual has their own way of working. However on all projects what can bring those differences to a common purpose is a sense of shared responsibility for project success.

- If you are responsible for delivering the project but you are not in charge of everyone in the team. Oh I feel your pain with this one. If you are the PM, you are ultimately responsible for delivery but, as is common on most projects only a limited number of resources will report into you. So your relationship management skills, negotiation and influencing skills must be Grade A to ensure everyone delivers on their end of the bargain. This means a level of flexibility for you, if you manage your stakeholders right.

So what can you do to create role clarity for all?

Here are just three ways (of many) you can create role clarity in your project or program:

1) Hold a kick off or even mid project team workshop: I am a fan of using the workshop environment to create team synergy. Having everyone write up their roles and essentially piece the puzzle together as a team. Focus on the strengths of each team member and utilise those strengths.

2) Optimise the use of Project Briefs: In a Project Brief or Initiation document there is a  roles and responsibilities section. Walk through this section with the team and make any changes on group consensus.

3) Ensure your project plan outlines who is responsible for what: When building the plan, make sure all tasks and work packages are assigned. This can be difficult if the team is not used to planning, but you can work with the team to create the plan and then fill the gaps as needed. Subsequently in working group meetings clarify any unassigned tasks well ahead of their delivery timeframe.

The biggest lesson of all - the need to review resources

I am about to share the biggest lesson of all and it is a somewhat disappointing one that I have learnt before. If you have picked up a project or program that is floundering due to a lack of clarity, there may be 'team' members who are happy for confusion to reign as it means they can 'fly under the radar'. I am keenly aware that there will be those who may appear to be 'difficult' causing conflict within the team, who are simply frustrated, and those who are happy, who are actually non-performers. So take time to assess and resolve any of those issues, as it may mean changing team members to have the project succeed.

These are just some ways to can create role clarity so that everyone can then focus on working as a team for project success rather than wasting energy on resolving conflict in the team.