PROJECT ROLES AND RESPONSIBILITIES

1.0

Overview

These roles and their relationship to the organisational management structure need to be
determined for each project or type of project, taking into account its scale and nature. The
interests of the various roles differ. If any one person is allocated more than one of these roles,
then they will, at times, be placed in a position of attempting to satisfy competing interests.
These arrangements propose advisory committees rather than steering committees. This
recognises that the state purchasing policy (SPP), and normal administrative arrangements
require there to be one accountable officer. This officer may well seek advice from a group
which is currently called a steering committee. However such officer can not justify
arrangements outside the SPP simply because a committee voted for it. If the committee can
not authorise spending, it isnt steering, it is really advisory in nature.
Project roles are defined as follows:

Customer a person with authority, nominated to represent the organisation(s) that

receives the business benefit of the project.
Sponsor a person with authority nominated to represent the organisation(s)
undertaking the project.
Project management mentor a person nominated to assist/advise the project
manager and provide project management oversight to the project.
Content mentor a person nominated to assist/advise the project manager and
provide content oversight to the project.
Project manager (concept) a person appointed to manage a project from initiation to
project approval (i.e. only the concept phase).
Project/sub project manager a person appointed to manage a project/sub project
from initiation (approval) through until project finalisation.
Component manager a person who manages a project component.
Team leader a person appointed to lead a team to deliver part of the projects work
scope.
Team member person assigned to a project team.
Project advisory group the group advising the sponsor and project manager.
Stakeholders people and organisations that are impacted by the project.
Users people and organisations that will use the output of the project.

These roles relate to the project organisational model in section 2. Roles are further detailed in
section 3 along with responsibilities.
A sub-project is a section of a project which can be delivered independently from other subprojects and which is to be managed as a project.
A component project is a smaller project or work package which forms an integral part of the
overall project such that the two cannot be delivered independently. The component project is
governed by the overall project management structure, and may be carried out by internal or
external subcontractors.

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2.0

Project organisational model

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3.1

Project customer a person with authority, nominated to represent the organisation(s)

that receives the business benefit of the project.

Role
o
o
o
o

Ensure the project output meets the needs of the customers organisation.
Ensure the project is aligned with the strategic goals of the organisation.
Provide any funding that may be required for the project.
Ensure the project business benefits are realised.

Responsibilities
o
o
o
o
o

3.2

Ensure the project scope is fit for purpose.

Monitor project progress to ensure project benefits will be realised.
Providing funding to cover progress payments.
Provide resources to represent customer interests.
Approve changes to project scope and deliverables.

Project sponsor a person with authority nominated to represent the organisation(s)

undertaking the project.

Role
o
o
o
o

Ensure the project output meets the needs of the customer.

Maintain the organisational capacity to resource the project.
Authorise or obtain organisational commitment to undertake the project.
Obtain any funding that may be required for the project.

Responsibilities
a)

Project management
o
o
o

b)

Provide high profile support and visibility for the project.

Approve the project budget.
Approve project expenditure as required by the Financial Administration & Audit Act
and the Finance Management Standard 1997.

Content
o
o
o
o

Final approval of project deliverables.

Approve recommended solutions to resolve complex issues.
Approve recommended solutions to conflicts the Project may have with other
projects/organisations.
Approve changes to project scope and deliverables together with changes to
budget and schedule which are outside any contingency allowance.

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3.3

Project management mentor a person nominated to assist/advise the project

manager and provide project management oversight to the project.

Role
Provide support & mentoring to the project manager and advice to the sponsor on project
management aspects of the project.
Responsibilities
o
o

o
o
o

3.4

Assist and guide the project manager in the completion of the project.
Promote best practice and coordination of systems development through the
building of sound relationships with both internal and external partners and
stakeholders.
Ensure project management methodology is being applied and provide control over
the management of scope, identification and escalation of issues, risks, budgets etc
that cannot be handled at the project manager level.
Ensure regular reporting is done.
Address issues resulting from reports.
Skills transfer (on individual projects).

Content mentor a person nominated to assist/advise the project manager and provide
content oversight to the project.

Role
Provide support & mentoring to the project manager and advice to the sponsor on technical and
work aspects of the project.
Responsibilities
o
o
o
o

3.5

Resolution of any conflict on technical issues within the project which cannot be
resolved by the project manager / team.
Assist project manager with political and other high level issues.
Review effectiveness of technical approach
Review project documents

Project manager (concept) a person appointed to manage a project from initiation to

project approval (i.e. only the concept phase).

Role
Manage the concept phase of the project, ensuring that the concept remains consistent with
organisational objectives (eg policy, strategy). (Note that the project manager of the concept
phase may or may not progress to be the project manager of later phases).
Establish strong communications linkages with the customers, stakeholders and content
providers to gather support for the project.
Responsibilities
o

See project manager

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3.6

Project manager/sub project manager a person appointed to manage a project/sub

project from initiation (approval) through until project finalisation.

Role
Manage the development, implementation and finalisation phases of the project/sub project.
Take accountability for establishment of project baseline, management of variations to it and
performance against it.
Responsibilities

o
o
o
o
o
o
o
o
o

3.7

1 Project integration management

2 Project scope management
3 Project time management
4 Project cost management
5 Project quality management
6 Project human resource management
7 Project communications management
8 Project risk management
9 Project procurement management

Component manager a person who manages a project component.

Role
The component managers have the role of the day-to-day management of a component of the
project'
s work scope on behalf of the project manager. Component managers are accountable
to the project manager for the management of the component'
s schedule, quality, and cost,
unless otherwise agreed with the project manager.
Responsibilities
o
o
o
o
o
o
o
o
o
o
o

3.8

Lead a group of people in the delivery of a component of the project.

Undertake to deliver objectives in accordance with the approved project plan.
Allocate activities amongst component team members.
Manage the progress of allocated activities.
Manage the budget allocated for the component of the project.
Report progress (and potential delays and issues) to the project manager in the
format and timeframe agreed with the project manager.
Monitor and control quality of component deliverables
Identify and act on potential problems as early as possible.
Identify, report and act on risks as early as possible.
Identify and act on conflicts of interest with other areas within or external to the
project.
Monitor team performance and provide feedback.

Team leader a person appointed to lead a team to deliver part of the projects work
scope.

Role
Lead a team undertaking a part of the project'
s work scope, on behalf of the project manager or
component manager.

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Responsibilities
o
o
o

3.9

Work on assigned activities according to the quality and timeframe agreed with the
project manager / component manager.
Identify, report and act on potential delays, risks and issues.
Report time spent on each activity, in the manner and timeframe required by the
project manager / component manager.

Team member person assigned to a project team.

Role
Work on activities as assigned.
Responsibilities
o
o
o

Work on assigned activities according to the quality and timeframe agreed with the
project manager / component manager / team leader.
Report and act on potential delays and issues.
Report time spent on each activity, in the manner and timeframe required by the
project manager / component manager / team leader.

3.10 Project advisory group the group advising the sponsor and project manager.
Role
o
o

Provide feedback to the project manager and team on issues referred to it.
Identify issues which may impact on the project.

Responsibilities of group members

o
o
o
o
o
o
o

Keep their senior management informed of project progress.

Advocate/promote the project within their organisation.
Identify and advise on any emergent issues or risks to the project.
Participate in any risk management / value management workshops that may be
required.
Provide advice on likely organisational response to changes proposed during the
course of the project.
Provide a sounding board for how changes resulting from the project will be
accepted in their organisation.
Prepare their organisation for the changes resulting from the project.

3.11 Stakeholders people and organisations that are impacted by the project.
Role
Stakeholders have considerable power and influence in respect of the project'
s scope. Some
stakeholders may be responsible for obtaining the forecast benefits of the project on behalf of
the project sponsor, and in this regard have (or should have) an active interest in the
specification and quality of the project'
s deliverables.
Responsibilities

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o
o
o
o

Actively participating in the definition and planning of the project.

Reviewing deliverables as required by the project manager.
Demonstrating ongoing commitment to the project.
Actively using the project'
s deliverables to achieve the forecast benefits.

3.12 Users people and organisations that will use the output of the project.
Role
To provide information based on practical experience with using existing system and
processes. Users have no power or influence over the project'
s scope. Users are often
consulted by the project manager, component manager or stakeholders on the potential
impacts of the project.
Responsibilities
o

Provide input and comment on any sections or aspects of the project referred to
them by the project manager, component manager or stakeholders.

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