When describing the roles and responsibilities within an organization, different organizations use different methods. Broadly, two methods are used to define roles and responsibilities (Pane et al., 2008) . The first approach is through a RAM or in full a responsibility assignment matrix . In some instances, it is also known as a linear responsibility chart (LRC), second is a RACI matrix chart. These documents or tables define the input by various roles in accomplishing tasks or deliverables for a business or project process.
RACI is an abbreviation that stands for Responsible, Accountable, Consulted and Informed. A RACI chart is a matrix of all the activities or decision-making authorities undertaken in an organization, set against all the roles or people. Using the above models, the functions and duties of the varying members of the project team were established.
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The table below outlines the different members of project team and beyond, with their roles.
| Role | Responsibilities | Organization/ Position | Rationale |
|---|---|---|---|
| Project sponsor (NY Presbyterian Hospital) | To issue all required support, including access to all required data and employees/ | Overall project Head. | The NY Presbyterian hospital is the primary beneficiary. Thus, its management should be the critical underwriter of the project. |
| Project Manager | Controlling all the project personnel and allocating duties to each team member. | Second in command, after the project underwriter. | He/she will report to the NY Presbyterian Hospital Management |
| Assitant Project Manager | Assisting the project manager in controlling the activities of the project. | Third, in position, reporting to the project manager. | He/she will fill in for the project manager and assist in all duties allocated. |
| Communications Manager | Ensuring all documents needed to pass information are typed and sent in addition to liaising with all required Presbyterian Staff. | Fourth in position, and reports to the assistant project manager/Project Manager. | He/she will ensure all communication links within the project team and the project team with the hospital remain fluid. |
| Team leader(s) | Coordinate the functions of the different teams involved in the project. | Reports to Project manager/assistant project manager. | Team leaders will be the link between project management and operational staff. |
| Programmers |
-Maintain the coding of the software. -Develop plug-ins to add functionality to the software and tailor it to the hospital’s needs. -Provide software support for the hospital. |
Programmers report to the team leader and also to the communications lead on the NY Presbyterian Hospital’s end. Thus all the needs the hospital requires are met through the software. |
There need to be programmers to keep the software updated and running effectively. Additionally, the programmers are needed to add functionality to the base software. As the software at hand will be bought and customized for the hospital. |
| Server Maintenance personnel |
-Maintaining the three servers to be bought for purposes of running the integrated software. -Ensuring all server functions remain in optimal condition. -performing all requires maintenance actions on the servers(s). -Creating a seamless data transfer network for all the users. |
-Server maintenance personnel report to the team leader in charge of ICT. | The server maintenance personnel are required to maintain the servers to be used in storing data and software. There will be three servers as shown in the budget. Two on-site and two off-sites. |
| Operations staff/team associates. | -Collect data from the different departments and any other required duty. | They report to their varying team leaders. | The project associate form the backbone and critical workforce of the project. |
Team Development Strategies
There is a myriad of team development strategies available, depending on the teams and their objective (Pane et al., 2008). For this particular project, the following approach will be used to develop, maintain and ensure the teams accomplish their roles.
Agreeing on Core Values-Aligned with Team Goals
This ensures that all the members of the team understand what the organization stands for. What norms and values define us? This tie back to the benefits of the parent company, that assembled the project team. The core values for this team are; Effectiveness, Integrity, timeliness, and delivery.
Setting ground rules for the team
Ground rules not only ensure there is peace within the group but the rules keep all the team members in check. Defining discipline and punishment exercises is also important. This ensures that all the team members understand the importance of adhering to set rules and regulations, by both the hospital and the project team.
Adopting a Common Behavioral Language
The behaviors of the project personnel should reflect the team’s mission and vision and extensively, its core values. This ensures that the idea or view of the team from the Hospital Staff and its management is a unified and positive one. This awards the team recommendations as well as credibility within the hospital and beyond.
Start Talking and Don’t Stop
Ensuring that communication is always fluid within the team and that the team is still communicating (Schmitt, 2015). This ensures that all the team members understand their roles and further, that they aid each other with task accomplishment.
References
Donald, L. C., Gail, D. C., & Stephanie, S. P. (2008). Staffing the Contemporary Organization: A Guide to Planning, Recruiting and Selecting for Human Resource Professionals, USA, Greenwood Publishing.
Glenn, M. P. (2008). Team Players and Teamwork: New Strategies for Developing Successful Collaboration, CA-USA, John Wiley, and Sons.
Robert, E. P., Benjamin, S.,, & Neal, S. (2015). Staffing Organizations: Contemporary Practice and Theory, New Jersey-USA, CRC Press.
