Team Project Roles Framework
Identify and allocate three key roles across projects.
TRANSCRIPT OF VIDEO OVERVIEW
Well, hey, it’s Simon, and in this quick training, what I want to introduce you to is the D.C.I. Project Responsibilities framework. All of us across our teams are going to have multiple projects operating at the same time, and one of the most reoccurring challenges is this sense that all of us are contributing to all of the projects and trying to move things forward, and we’re all committed. But in the end, we’re going to have to really apportion out who is really doing what across a different portfolio of improvement work. So s D.C.I. framework is going to help you as an improvement team, pause and work through each of your improvement projects and allocate three different types of roles to people on the team, D C I, the driver, the contributors, and those who are informed. And it’s going to be really important for each of your projects to get really clear about what roles people are playing for various projects.
Well, the first one is the D who is the driver of this project. I prefer if this as singular. Who is the one person who’s responsible, who’s going to step up and lead the work in this area? If you are following cycling, this would be the person at the front of the peloton. They are driving that work forward. And I want one name for this project. As the driver, obviously, you don’t want to have one person who’s the driver across all different projects. That defeats the purpose of effective teamwork. And so here we want to know who is the one key person who is the driver of this project. Well, the second role set here are the contributors. This is important to differentiate. I know it’s simple, but it’s really important and it’s often not done, but we want to say this person is the driver, but then who are the contributors?
Who are the ones who are actively meant to put aside time and energy and effort to move this project forward? And out of the core improvement team, it’s about allocating out who are those key contributors and being really, really clear about who needs to contribute in what way. Just because you’re a contributor doesn’t mean you’re the driver. We want one person in that driver spot and then a small number of active contributors. Well, what about everyone else? Well, the last set of those who need to be informed by this work. People who want regular updates across our team, but also this might spread out to other members of staff, stakeholders, and community who need to be in the informed loop here
For this project. What I like to do is D.C.I., each of the main projects we’ve got going on, you can write D.C.I. down one side of a whiteboard and then list out the projects above and move through those top improvement projects that you’re running and say, okay, who’s got the name in the driver’s seat there? Who are the key contributors and who are the ones in our team and beyond who need to be regularly informed? And as you move through this and you kind of create a little bit of a matrix of your various core projects and where people sit, I think you’re going to get a greater level of alignment and clarity about people’s roles and what they need to do. So if you haven’t tried it before, try the D.C.I. framework, do it for one project, and then move across other core improvement projects.
It’s a great way to check that different people are getting a chance to be the driver on a certain project so that we are clear about who are contributors versus those who are informed. And we’re spreading out the workload and responsibility across our team as we start to move forward a portfolio of different improvement work going forward. There are lots of different frameworks around about helping you to really get alignment as a team, but the simple D.C.I. framework might be a great one for you to try. So have a go with your team on one project, move across and try to allocate as well those roles to other projects. And let me know how you go, what it surfaces, and how it helps you move forward with greater levels of clarity and alignment in your teamwork.