ISO 21502:2020 clause 4.5.9 Project team members 4.5.10 Project stakeholders 4.5.11 Other roles

4.5.9 Project team members

The project team members perform project activities and are accountable to a work package leader or the project manager for the completion of their assigned activities and the resulting deliverables.

Project team members are individuals who work together to achieve the objectives and deliverables of a specific project. These individuals contribute their skills, expertise, and efforts to complete tasks, meet project milestones, and ultimately accomplish the project’s goals. Project teams can vary in size and composition depending on the nature and complexity of the project. The composition of a project team may vary based on project size, industry, and specific requirements. Team members collaborate to bring their diverse skills and perspectives together, working toward the successful completion of the project’s objectives. Effective communication, collaboration, and coordination among team members are essential for project success.Here are some key roles commonly found in a project team:

1. Project Coordinator: Assists the Project Manager in administrative and coordination tasks. This role may involve scheduling meetings, maintaining project documentation, and supporting communication within the team.
2. Subject Matter Experts (SMEs): Individuals with specialized knowledge or skills relevant to the project. SMEs provide expertise in specific areas, contribute to decision-making, and may be involved in the execution of certain tasks.
3. Team Members: Individuals directly responsible for carrying out tasks outlined in the project plan. They contribute to the project’s execution and may include roles such as developers, analysts, designers, engineers, and other functional experts.
4. Stakeholders: Individuals or groups who have an interest or stake in the project’s outcomes. Stakeholders can include internal and external parties, such as clients, customers, regulatory bodies, and other entities affected by or affecting the project.
5. Quality Assurance/Testers: Team members responsible for testing and ensuring the quality of project deliverables. They perform tests, identify defects, and work to resolve issues to meet quality standards.
6. Communication Specialist: Manages communication within the project team and with external stakeholders. This role ensures that information is effectively disseminated and that there is clear and transparent communication throughout the project.
7. Change Management Specialist: Focuses on managing changes within the project, assessing the impact of changes, and ensuring that changes are implemented smoothly while minimizing disruptions.
8. Risk Management Specialist: Identifies, assesses, and manages risks that may impact the project. This role involves developing risk mitigation strategies and monitoring the project’s risk landscape.
9. Procurement Specialist: Manages the procurement process, including sourcing, contracting, and acquiring necessary resources or services from external vendors.
10. Human Resources Specialist: Handles aspects related to the project team’s human resources, including recruitment, team development, and addressing personnel-related issues.

The accountability structure within a project is crucial for ensuring that tasks are completed effectively and that project goals are achieved. In many projects, project team members perform specific project activities and are accountable to either a Work Package Leader or the Project Manager. By establishing clear lines of accountability, the project team operates more cohesively, ensuring that each team member understands their role, responsibilities, and reporting structure. This accountability framework facilitates effective project management, enhances communication, and contributes to the successful completion of project milestones and deliverables.Here’s how this accountability structure typically works:

1. Work Package Leader Accountability:
   • Assigned Activities: Work Package Leaders are responsible for managing specific work packages or segments of the project.
   • Delegation: They delegate tasks and activities within their work package to individual team members based on their skills and expertise.
   • Accountability: Team members are directly accountable to the Work Package Leader for the completion of their assigned activities within the designated work package.
   • Monitoring and Support: Work Package Leaders monitor progress, provide guidance, and offer support to ensure that tasks are completed on time and meet quality standards.
2. Project Manager Accountability:
   • Overall Project Accountability: The Project Manager has overall accountability for the success of the entire project.
   • Work Package Oversight: The Project Manager oversees the progress of all work packages, ensuring that they align with the project’s objectives and contribute to the overall project plan.
   • Coordination: The Project Manager coordinates the efforts of various Work Package Leaders and ensures that the project remains on track in terms of scope, schedule, and budget.
   • Stakeholder Communication: The Project Manager is responsible for communicating with stakeholders, including providing updates on project status, addressing concerns, and managing expectations.
3. Team Member Accountability:
   • Assigned Tasks: Individual team members are accountable for the completion of specific tasks and activities assigned to them.
   • Work Package Leader or Project Manager: Team members report their progress to either the Work Package Leader or the Project Manager, depending on the project’s organizational structure.
   • Quality and Timeliness: Team members are responsible for delivering their assigned tasks with the expected level of quality and within the designated timeframe.
   • Communication: Regular communication with the Work Package Leader or Project Manager is essential to provide updates, discuss challenges, and seek guidance.
4. Collaboration:
   • Team Dynamics: Effective collaboration among team members, Work Package Leaders, and the Project Manager is crucial for project success.
   • Problem-Solving: Team members collaborate to address challenges, resolve issues, and find solutions to problems that may arise during project execution.
   • Cross-functional Interaction: Collaboration often extends beyond individual work packages, with team members interacting across different functional areas to achieve project objectives.

4.5.10 Project stakeholders

Project stakeholders are persons, groups or organizations that have interests in, can affect, be affected by, or perceive themselves to be affected by any aspect of the project . Project stakeholders can be internal or external to the project and the organization.

Project stakeholders are individuals, groups, or organizations that have an interest or stake in the outcomes of a specific project. They can influence or be influenced by the project’s objectives, activities, and results. Identifying and managing stakeholders is a critical aspect of project management, as their involvement and support are often vital for the success of the project. Stakeholders can be internal or external to the organization initiating the project. Effective stakeholder management involves identifying and analyzing stakeholders, understanding their expectations, and developing strategies to engage and communicate with them throughout the project lifecycle. Regular communication and collaboration with stakeholders contribute to their support and satisfaction, ultimately increasing the likelihood of project success.Here are some common types of project stakeholders:

1. Internal Stakeholders:
   • Project Sponsor: The person or group providing the project’s funding and advocating for its success. The project sponsor is often a senior executive within the organization.
   • Project Manager: Responsible for planning, executing, and closing the project. The project manager acts as a liaison between the team and other stakeholders.
   • Project Team: Individuals actively working on project tasks and deliverables. This includes team members with various roles and responsibilities.
2. External Stakeholders:
   • Customers/Clients: Individuals or organizations that will directly benefit from the project’s outcomes. They may have specific requirements and expectations for the project deliverables.
   • Suppliers/Vendors: External entities providing goods or services to the project. Their performance and contributions can impact the project’s success.
   • Regulatory Bodies: Organizations or agencies that establish rules, regulations, and standards relevant to the project. Compliance with regulatory requirements may be crucial for project success.
   • End Users: Individuals or groups who will use the project’s outputs or deliverables. Their satisfaction and acceptance are essential for project success.
3. Influential Stakeholders:
   • Government Agencies: In projects involving public infrastructure or services, government agencies may be key stakeholders, influencing project decisions and outcomes.
   • Community Groups: In projects with potential impacts on local communities, community groups may be stakeholders, representing the interests of residents.
4. Project Team Stakeholders:
   • Work Package Leaders: Individuals responsible for leading and managing specific work packages within the project.
   • Team Members: Individuals who contribute their skills and efforts to complete tasks and achieve project objectives.
5. Investors/Shareholders: In the case of projects within a publicly traded company, investors or shareholders may have a financial interest in the project’s success.
6. Managers of Functional Departments: Individuals overseeing specific departments or functions within the organization. They may have an interest in the project’s impact on their areas of responsibility.
7. Advocacy Groups: Groups representing specific interests or causes that may be affected by the project. Their involvement may be to advocate for specific outcomes or to ensure adherence to certain standards.

Project stakeholders are persons, groups or organizations that have interests in, can affect, be affected by, or perceive themselves to be affected by any aspect of the project .

Stakeholders can have interests in, affect, be affected by, or perceive themselves to be affected by various aspects of a project. Understanding these dynamics is crucial for effective stakeholder management. Here’s how stakeholders can be involved in different aspects of a project:

1. Interests In:
   • Financial Interest: Investors, shareholders, or financial institutions may have a financial interest in the project. They are concerned about the return on investment, profitability, or financial viability of the project.
   • Strategic Interest: Organizational leaders may be interested in projects aligned with the company’s strategic goals. The project’s success may contribute to achieving long-term objectives.
   • Operational Interest: Functional managers or department heads may have operational interests, focusing on how the project aligns with or impacts their specific areas of responsibility.
2. Can Affect:
   • Decision-Making Authority: Key stakeholders, such as project sponsors or executives, may have the authority to make decisions that directly impact the project. Their decisions can influence project scope, budget, and timelines.
   • Resource Allocation: Stakeholders who control resources, including personnel, budget, and equipment, can affect the project by allocating or withholding resources based on their priorities.
   • Project Policies: Stakeholders involved in establishing organizational policies may influence project execution by shaping the framework within which the project operates.
3. Be Affected By:
   • Employees and Teams: Project team members may be directly affected by project outcomes, as their roles and responsibilities contribute to the project’s success. Changes in processes or systems may impact how they work.
   • Customers/Clients: External customers or clients are often directly affected by the project’s deliverables. Their satisfaction with the project outcomes is critical to overall project success.
   • Suppliers/Vendors: Changes in project requirements, timelines, or scope may impact suppliers or vendors, affecting their ability to deliver goods or services to the project.
4. Perceive Themselves to Be Affected By:
   • Community and Public Perception: For projects with potential impacts on the local community or public, community members may perceive themselves to be affected. Public perception can influence the project’s social license to operate.
   • Interest Groups or Advocacy Organizations: External groups advocating for specific causes may perceive themselves to be affected by the project, even if the impact is indirect. Their perceptions can influence public opinion and project acceptance.

Stakeholder analysis is a critical process in project management that involves identifying, prioritizing, and understanding the interests, influence, and potential impacts of various stakeholders. It helps project managers develop strategies for effective communication, engagement, and management of stakeholder expectations throughout the project lifecycle. Regular communication and collaboration with stakeholders are essential to address concerns, build support, and ensure the successful delivery of project outcomes.

Project stakeholders can be internal or external to the project and the organization.

Stakeholders can be categorized as either internal or external, depending on their relationship to both the project and the organization initiating the project. Understanding the distinction between internal and external stakeholders is vital for effective stakeholder management. Internal stakeholders often have a more direct influence on project decisions and execution, while external stakeholders may have interests that need to be carefully considered to ensure project success.Stakeholder analysis involves identifying and categorizing stakeholders, assessing their level of influence and interest, and developing strategies for engaging and managing their expectations throughout the project lifecycle. By recognizing the diverse needs and interests of internal and external stakeholders, project managers can navigate complex relationships and promote successful project outcomes.Here’s a breakdown of these categories:

1. Internal Stakeholders:
   • Within the Organization: Internal stakeholders are individuals or groups affiliated with the organization that is undertaking the project. These stakeholders have a direct connection to the organization’s operations and goals.
     • Examples:
       • Project Sponsor
       • Project Manager
       • Project Team Members
       • Functional Managers
       • Employees
       • Executives
2. External Stakeholders:
   • Outside the Organization: External stakeholders are entities that exist outside the organization but have an interest or involvement in the project. They may be directly or indirectly impacted by the project’s outcomes.
     • Examples:
       • Customers/Clients
       • Suppliers/Vendors
       • Regulatory Agencies
       • Government Bodies
       • Community Groups
       • Advocacy Organizations
       • Investors/Shareholders
3. Hybrid or Mixed Stakeholders:
   • Both Internal and External Roles: Some stakeholders may have characteristics of both internal and external stakeholders, depending on their relationship to specific aspects of the project.
     • Examples:
       • Contractors or Consultants: While they may be external to the organization, they could be considered internal stakeholders for the duration of their involvement in the project.
       • Joint Venture Partners: Entities collaborating on a project may have a mix of internal and external stakeholders.

4.5.11 Other roles

Other roles should be defined to suit the needs of the work required, such as for those managing the development of outputs. Examples include roles relating to agile delivery, service and operations management, organizational and societal change, communications and various engineering disciplines.

Other roles should be defined to suit the needs of the work required, such as for those managing the development of outputs. Examples include roles relating to agile delivery, service and operations management, organizational and societal change, communications and various engineering disciplines.

The field of project management encompasses various roles beyond traditional project management, covering areas such as agile delivery, service and operations management, organizational and societal change, communications, and various engineering disciplines.These roles demonstrate the diverse skill sets and responsibilities associated with project-related functions. Depending on the nature of the project and the industry, organizations may incorporate these roles to address specific challenges and requirements. Collaboration among these roles is often essential for achieving overall project success and organizational effectiveness. Here are examples of roles related to these specific areas:

1. Agile Delivery:
   • Scrum Master: Facilitates the Scrum process in agile development. Ensures that the team follows agile principles, removes impediments, and supports continuous improvement.
   • Product Owner: Represents the customer and defines the product backlog. Works closely with the development team to prioritize features and ensure delivery meets customer needs.
   • Agile Coach: Guides teams in adopting and implementing agile practices. Provides training and support to enhance agile capabilities.
2. Service and Operations Management:
   • Service Delivery Manager: Oversees the delivery of services to clients, ensuring that service level agreements (SLAs) are met and customer satisfaction is maintained.
   • Operations Manager: Manages the day-to-day operations of a business or department. Focuses on efficiency, resource utilization, and meeting operational goals.
   • IT Service Management (ITSM) Specialist: Implements and manages IT service management processes, often following frameworks like ITIL (Information Technology Infrastructure Library).
3. Organizational and Societal Change:
   • Change Management Specialist: Focuses on managing organizational change. Develops strategies to help individuals and teams transition smoothly during periods of change.
   • Organizational Development (OD) Specialist: Works on improving organizational effectiveness and performance through interventions, training, and cultural initiatives.
   • Corporate Social Responsibility (CSR) Manager: Addresses the impact of projects on societal and environmental concerns. Ensures ethical and responsible business practices.
4. Communications:
   • Communications Manager: Develops and executes communication strategies for projects. Ensures clear and effective communication with stakeholders.
   • Public Relations (PR) Specialist: Manages external communication and relations. Handles media interactions and maintains a positive public image for the organization.
   • Content Strategist: Develops content strategies for various communication channels, ensuring consistency and alignment with organizational goals.
5. Engineering Disciplines:
   • Systems Engineer: Focuses on the design, integration, and implementation of complex systems. Ensures that the project meets technical requirements.
   • Quality Assurance (QA) Engineer: Works on ensuring the quality of project deliverables. Conducts testing and implements quality control measures.
   • Process Engineer: Analyzes and improves existing processes within an organization to enhance efficiency and productivity.

Other roles should be defined to suit the needs of the work required, such as for those managing the development of outputs.

Customizing roles to suit the specific needs of a project, especially for those managing the development of outputs, is a common practice to ensure alignment with project goals and requirements. Tailoring roles involves adapting responsibilities, skills, and functions to the unique demands of the project.Customizing roles is a dynamic process that requires ongoing evaluation and adjustment. By tailoring roles to suit the needs of output development, organizations can enhance project efficiency, improve collaboration, and increase the likelihood of successful project outcomes. Here are steps and considerations for customizing roles:

1. Define Project Objectives: Clearly articulate the project objectives and expected outcomes. Understand the specific goals that the project aims to achieve and the desired outputs.
2. Identify Key Requirements: Identify the key requirements and challenges associated with managing the development of outputs. Consider factors such as technical complexity, timelines, and resource constraints.
3. Conduct Stakeholder Analysis: Identify and analyze stakeholders involved in the development of outputs. Understand their expectations, concerns, and communication preferences. Tailor roles to address stakeholder needs.
4. Assess Team Skills and Expertise: Evaluate the skills and expertise of team members who will be involved in managing the development of outputs. Ensure that roles are aligned with the strengths and capabilities of the team.
5. Adapt Traditional Roles: Modify or adapt traditional project management roles to suit the specific context of output development. For example, a Project Manager may take on additional responsibilities related to technical oversight if required.
6. Integrate Agile Practices:If the project involves iterative and incremental development, consider integrating agile practices. Roles like Scrum Master, Product Owner, and Agile Coach may be relevant for managing the development process.
7. Establish Clear Responsibilities: Clearly define the responsibilities of each role involved in output development. Avoid role ambiguity by providing a clear framework for decision-making and accountability.
8. Encourage Cross-Functional Collaboration: Promote collaboration among different roles and functions. Cross-functional collaboration is crucial for addressing multifaceted challenges and ensuring a holistic approach to output development.
9. Implement Continuous Improvement: Foster a culture of continuous improvement. Regularly assess the effectiveness of roles and adjust them based on feedback, lessons learned, and changing project dynamics.
10. Communicate Role Expectations: Clearly communicate role expectations to team members and stakeholders. Ensure that everyone understands their responsibilities and the overall contributions expected from each role.
11. Emphasize Flexibility: Acknowledge that project needs may evolve, and roles may need to adapt accordingly. Build flexibility into roles to accommodate changes in project requirements.
12. Provide Training and Development: Offer training and development opportunities for team members to enhance their skills and capabilities. This ensures that roles are well-equipped to address the specific challenges of output development.
13. Seek Feedback Regularly: Regularly solicit feedback from team members and stakeholders. Use feedback to assess the effectiveness of roles and make adjustments as needed.