First page Back Continue Last page Graphics

Roles


Notes:

Job titles and descriptions at the company have always tended toward the specialist. However prior to the restructuring of the project teams there was an underlying expectation that people could, should and would turn their hands to whatever needed to be done on a project. Following the restructuring there has been a failure to consider the variation in skills when planning resource.

The correlation between project roles, job titles, descriptions, people and skills has always been poor. This wasn't that important in the past as what people did on paper and in reality were two different things and, in a small organisation, what people actually do was visible and understood. The stable team structure ensured that any gaps were understood and addressed without consious process.

However today we treat people as specialists. We expect people to fulfill the role inferred by their job title on a project. When we recruit we look for specific skills and experience.

In consequence we have people who have been used to working as generalists expected to work as specifialists with an inadequate definition of what their (or other team members) specialisation should be. Often individuals lack a combination of skill, motivation and experience required to effectively fulfill their designated role.

This leads to individuals carrying out tasks with which they are more comfortable and neglecting their designated role on a project. Indeed we have a number of roles thast need to be fulfilled on a project that are not covered by current job titles.

Until recently there were no people in roles that allowed them to be accesible to provide expertise across multiple projects.