Acquiring the right people is a political negotiation, especially in matrix organizations. This chapter provides realistic scripts and persuasion tactics for convincing functional managers to release their top performers to your project. It addresses the reality of "borrowed" team members who have conflicting loyalties and teaches you how to secure formal commitments via resource agreements. Portny also covers how to handle vendors and external contractors, including basic procurement principles and the importance of clear Service Level Agreements (SLAs) to prevent scope disputes down the line.
Chapter 12: Defining Team Members' Roles and Responsibilities
Ambiguity is the enemy of accountability. This chapter introduces the Responsibility Assignment Matrix (RAM) and the more granular RACI chart
(Responsible, Accountable, Consulted, Informed). You learn to map every
single work package to one specific "A" (Accountable) person,
eliminating the classic "I thought you were doing it" trap. Portny
emphasizes the difference between responsible (doers) and accountable
(approvers), ensuring decision-making authority is crystal clear. This
single chapter can transform a chaotic group into a disciplined unit
where everyone knows exactly whose head is on the block for each
deliverable.
Chapter 13: Starting Your Project Team Off on the Right Foot
Now
that roles are defined, this chapter focuses on team dynamics and
psychological safety. Portny guides you through Tuckman's
stages—Forming, Storming, Norming, and Performing—offering specific
interventions for each phase. It provides an agenda template for the
critical kick-off meeting,
ensuring alignment, excitement, and shared purpose from the outset. You
learn to establish team norms, communication protocols, and
decision-making ground rules. The core message is that high-performance
teams don't happen by accident; they are deliberately cultivated through
intentional leadership and early investment in interpersonal trust.
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