Matrix of Project Role and Responsibilities with Flowcharts

by | Apr 27, 2020 | Customer Service | 0 comments

“I believe that every right implies a responsibility; every opportunity, an obligation; every possession, a duty.” – John D. Rockefeller

Migrating birds flying long distances present a wonderful sight for observers rooted in terra firma. The powers of inquiry, observation, and analysis have helped decode some of the mechanics that animate the typical arrow-head formations exhibited by these flying wonders. We may therefore infer the leading bird is actively participating in project role and responsibilities that allows it to guide the entire flock towards distant horizons. Leadership, discipline, a sense of direction, competent navigation, and steady performance represent the primary responsibilities of the lead entity in such a scenario. When we consider earth-bound instances, contemporary organizations must consider assigning roles and (commensurate) responsibilities to qualified, experienced, and competent individuals prior to embarking on a project. The underlying strata of such a stance must include “best practices derived from project management methodologies, international standards, industry conventions, and an organization’s own guidelines from past projects.” In terms of visualization, flowchart diagrams present the best platform to ideate, design, and cement project role and responsibilities.

The deliverables expected of a project must represent outcomes of clear planning and an optimized distribution of resources such as time and human power. Bearing this in mind, the project role and responsibilities of team persons and associates must be detailed inside the cascading spaces enclosed in modern flowcharts. Multiple buckets could denote, inter alia, project workers extracted from departments of an organization, suppliers, contractors, consultants, and the scope of work for each element. Designers and creators must establish relationships between these clusters, and outline responsibilities associated with each bucket. Such efforts help output a detailed image, one that conveys clarity and information to readers and reviewers. In addition, designers must work with stewards to evolve the scope of project role and responsibilities in step with progress registered in an ongoing enterprise. In essence, we could state flowcharts instil transparency in terms of roles and responsibilities, thereby making a vital contribution to successful project execution.

HR professionals play a key role in defining the scope and depth of project role and responsibilities inside the modern organization. Such an enlightened approach promotes clarity in said matters and empowers stewards of projects to assign roles and responsibilities to the proverbial ‘best man for the job‘. In line with this, HR professionals must evaluate the prior work experience of potential team persons, their leadership qualities, skill sets that help execute assigned responsibilities, ability to network with other teams, assess their drive to attain set goals, ability to innovate on their feet, troubleshoot certain situations, and adapt to changes or refinements in project guidelines. This extensive set of criteria must inform the choice of individuals assigned to various levels of project teams; such criteria also helps establish benchmarks that will guarantee the success of projects. Flowcharts and allied illustrations can ably assist the successful negotiation of such pre-project groundwork.

Sophisticated (read multi-tiered) reporting structures must mediate the command and control mechanisms that animate key sections of a modern project. This stance remains important because complex projects necessitate co-operation and collaboration across work silos, thereby imparting enhanced meaning to the concept of project role and responsibilities. For instance, information technology specialists embedded in each silo of an ongoing project must report to IT veterans positioned outside the formal structure of the project. This stance empowers specialists to draw on the expert skillsets of seasoned veterans, assess performance in localized scenarios, and apply the outcomes of consultation to successful work execution inside their assigned silos. When sketched inside flowcharts, such arrangements generate a complex image, one that breaks new ground in ideations of project role and responsibilities.

Structured diagrams, when deployed at preliminary design stages, can help anticipate errors (or sub-optimal judgment) in the allocation of project role and responsibilities. This remains a useful tool in the hands of executive management teams, which are ultimately responsible for the outcomes of an extended project. Therefore, designers can work with project stewards to develop options and alternatives in terms of the fine print that drives project management and execution. For instance, a retail chain could fashion multiple sets of teams to drive ambitious business expansion programs. Feedback (related to performance and execution) generated in the middle stages of an ongoing project could signal an imperative to implement alternative teams that could deliver accelerated outcomes. Such a stance does contain elements of risk, which can undergo documentation inside ancillary flowcharts. However, expert assessment by top brass could green-light transitions in terms of operational elements such as project execution techniques, leaders and teams of associates. In essence, flowcharts help effect controlled maneuvers that propel a faster, more dynamic attainment of project objectives.

The project role and responsibilities of consultants (and external specialists) must attract thorough scrutiny ahead of the actual commencement of projects. Such activity is critical because these individuals could ensure high returns on the investments allocated to projects, provide expertise and leadership, offer a fresh perspective on various stages of ongoing projects, can undergo rapid deployment in situations that demand nimble troubleshooting, liaise with clients at different levels, and work effectively with senior management personnel. These factors must guide the selection of consultants; in addition, sections of flowcharts can help detail the work mandate for senior consultants and connect these to multiple areas of project operation and execution. Further, flowcharts can direct sets of consultants to offer localized expertise to project operators across the board. Such functionality empowers consultants to expand the scope of their mandate, thereby spotlighting the value of external talent in successful execution of projects.

Intelligent project planners could view the conventional matrix of project role and responsibilities as an opportunity to augment the quality of human resources available inside organizations. In light of this, planners could deploy flowcharts to compile information on varied lines of progress registered by ongoing projects; subsequently, they could analyze the strands of information to bolster the project management skillsets of a workforce. This could result in training and up skill modules that ultimately trigger an expansion in the numbers of qualified personnel. Subsequent to this, sponsor organization could secure better positions to take on work mandates from demanding clients and operate multiple projects simultaneously. Therefore, we could state the use of flowcharts serves as a force multiplier in an organizational context; these illustrations can assist organizations embark on a graded expansion of capabilities, thereby leading to higher levels of participation in emerging client mandates.

It is possible to examine the possibilities that can help develop and distinguish the stalwart concept of project role and responsibilities through this exposition. A wide, angled scope must be brought to bear on the topic as part of efforts to secure the services of seasoned professionals, reduce the risk of mis-allocations, and drive best outcomes in modern projects. When mapped across multiple illustrations, new experimentation can elevate the moorings of said concept, and allow it to benefit from varying levels of expertise and experience resident in the minds of designers, creators, and project architects. We note the motifs of innovation and evolution must impel new thinking and exploration in this domain. The application of these motifs could drive a productive overhaul of conceptual thought processes, refresh the flow of ideas in the field of organizational science, and yield new insights into the dynamics of project execution.

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