Table of Contents

• Roles
  • Why Role Clarity Matters
  • Common Project and Programme Roles
    • Core Governance Roles
    • Delivery and Support Roles
  • Role Descriptions
    • Senior Responsible Owner (SRO)
    • Project Manager
    • Business Analyst
    • PMO
  • How to Define Roles
    • Role Definition Process
    • Role Definition Template
  • RACI Principles
    • RACI Definitions
    • RACI Best Practices
    • Example RACI Matrix
  • Role Conflicts and Resolution
    • Common Role Conflicts
    • Resolution Approach
  • Role-Based Governance
    • Governance Layers
    • Delegation of Authority
  • Tips for Effective Role Management
  • Related Resources

Roles

Clearly defined roles and responsibilities are fundamental to effective project and programme governance. When people understand what is expected of them, decision-making is faster, accountability is clear, and the risk of gaps or overlaps in responsibility is minimised.

Why Role Clarity Matters

Poor role definition leads to:

• Duplication of effort – multiple people doing the same work
• Gaps in coverage – critical activities that nobody owns
• Slow decision-making – unclear authority leads to escalation and delay
• Conflict – overlapping responsibilities create friction between team members
• Lack of accountability – when things go wrong, no one is answerable

Common Project and Programme Roles

Core Governance Roles

Delivery and Support Roles

Role Descriptions

Senior Responsible Owner (SRO)

The SRO is the single individual with overall accountability for the success of the project or programme. They own the business case and are responsible for ensuring benefits are realised.

Key responsibilities:

• Owning the business case and ensuring continued viability
• Chairing the project or programme board
• Making key investment and strategic decisions
• Removing blockers and resolving escalated issues
• Securing and protecting funding and resources
• Championing the initiative within the organisation
• Ensuring benefits are realised after delivery

Project Manager

The Project Manager is responsible for the day-to-day planning, management, and control of the project.

Key responsibilities:

• Developing and maintaining the project plan
• Managing scope, schedule, budget, quality, and risk
• Leading and motivating the project team
• Reporting progress to the project board and stakeholders
• Managing dependencies and interfaces
• Escalating issues that exceed delegated authority
• Ensuring project documentation is complete and current

Business Analyst

The Business Analyst bridges the gap between business needs and technical solutions.

Key responsibilities:

• Eliciting and documenting business requirements
• Analysing current processes and identifying improvements
• Facilitating requirements workshops
• Managing requirements traceability
• Supporting solution design and acceptance testing
• Defining acceptance criteria

PMO

The PMO provides the framework, standards, and support that enable consistent and effective delivery.

Key responsibilities:

• Maintaining project and programme standards and templates
• Supporting planning, scheduling, and resource management
• Producing consolidated reporting and dashboards
• Facilitating assurance reviews and health checks
• Managing the project or programme information repository
• Providing administrative and coordination support

How to Define Roles

Role Definition Process

Role Definition Template

Each role should be documented using a consistent structure:

RACI Principles

A RACI matrix maps activities to roles, clarifying who is Responsible, Accountable, Consulted, and Informed for each activity.

RACI Definitions

RACI Best Practices

• Every row must have exactly one A – if no one is accountable, the activity is at risk
• Minimise the number of Rs – too many responsible parties leads to confusion
• Distinguish C from I carefully – consultation implies the right to influence; information does not
• Review the columns – if one role has too many As, they may be a bottleneck
• Validate with role holders – ensure people agree with and understand their RACI assignments
• Keep it at the right level – too granular and it becomes unmanageable; too high-level and it is not useful

Example RACI Matrix

Role Conflicts and Resolution

Role conflicts arise when responsibilities overlap, authority is unclear, or when individuals hold multiple roles with competing interests.

Common Role Conflicts

Resolution Approach

Role-Based Governance

Roles should be embedded in the governance framework, with clear escalation paths and decision-making authority at each level.

Governance Layers

Delegation of Authority

Tips for Effective Role Management

1. Document roles early – define and agree roles during initiation, not after problems emerge.
2. Communicate widely – ensure all team members and stakeholders understand the role structure.
3. Review regularly – roles may need to evolve as the project progresses through lifecycle stages.
4. Avoid role overload – no individual should hold so many responsibilities that they become a single point of failure.
5. Respect the hierarchy – ensure escalation paths are understood and used appropriately.
6. Invest in induction – when new team members join, provide a clear brief on their role and the wider role structure.
7. Use a RACI for contentious areas – where responsibilities are disputed, a RACI provides an objective framework for resolution.

Related Resources

• Recruitment Interviews – hiring the right people for PM roles
• Communication – communicating roles and responsibilities effectively
• People Impact Assessment – understanding how role changes affect people
• Organisational Impact Assessment – assessing structural change
• Organisational Structure – designing the organisation around roles
• Project Resources and OBS – resource planning and organisation breakdown structure