When I started my first software development company (It was SoftroniX in 1995), I had to start everything from scratch. I did not know much about the Project Management. I did not have skills and managing a firm. I knew almost nothing about keeping accounts and running a company. I was thriving to be an entrepreneur and thats all. During last 13 years, I have worked in many in-house, offshore and international projects and handled varieties of situations in project management.

When you start a new project, most of the firms don’t clearly designate roles and responsibilities among project members. Most of the projects fail when team members don’t understand their role in the project. Project activities should be assigned to each of project members and let them know that they are accountable for those activities. Clear accountability is important, specially when firm is undertaking large, complex and multi-stakeholder projects. Each and every member of the project should be accountable to the activities they are assigned and they should be project manager for their own. One of the reasons of project success is the feeling of responsibility and accountability of project members to their tasks assigned.

What do you do to make project members realize accountable to their job?

I suggest to assign the tasks in writings. First divide the project into logical parts and describe each part in detail. I know, this is the most challenging job and we end up with abstract division of project. Don’t be lazy at all, learn to be precise to details. Project members always try to stick with the points listed in the documents given to them. So be specific and describe in much details where ever needed. Clearly assign name of the team member who is accountable for that part of the project and mark the project milestones. Never assign a task open ended. In many firms, I have seen that Project managers get documents signed by the members. You will see team members perform in more responsible and accountable manner if you assign their name against each task. If their roles and accountability is clearly defined, they will be able to focus more on their assigned tasks. They will not have to do research on the problems by themselves and project goes smoothly.

I am sure, most of the team members may feel this approach more strict, but believe me, with this you will improve the project output comparatively much better. To make team members more comfortable with the project and tasks assigned to them, involve them in project design, time estimations, dividing the project into modules, feedback on project problems, critical problem areas etc. If they are asked for their suggestions, they feel more relaxed and feel more accountable to what they are assigned.

Make each of team members feel themselves the Project Manager for their job regardless of the project size and duration.

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来源：http://www.rajeshshakya.com/everybody-in-project-team-is-the-project-manager.htm

One Aim,One God,One Life. || 最爱:偶家阳阳 || 博客:愚人camer || MSN:camellxr@hotmail.com

One Aim,One God,One Life. || 最爱:偶家阳阳 || 博客:愚人camer || MSN:camellxr@hotmail.com

我第一家软件公司是1995年在“SoftroniX”，很多事情我都是尝试着去做，对项目管理不怎么了解，也没什么管理团队的技巧，对于管理一家公司更是一窍不通，刚巧那时候需要我管理一家公司。。。13年过去了，我做过各种各样的项目，内部的、海外的甚至国际化的。

一般来说，一个新项目刚开始的时候团队不怎么成型，成员之间的分工也不清晰。项目失败的一个重要因素是“团队成员对自己的角色不清楚，不知道什么时候该干嘛。。。”。清晰的把任务/活动分配到具体的成员，并让他有责任心的承担！对于大型复杂项目或者多干系人项目，责任心是至关重要的。每个成员都必须对分配給自己的任务有强烈的责任感－－他就是这个任务的“项目经理”。项目成员对任务的清晰责任心和义务感是项目成功的因素之一。

那么怎样让“他”成为自己任务的项目经理？

我建议所有的任务分配都必须文档化（口头交代任务是草率，不严肃的～），项目任务分解是最关键的工作之一，从一个项目分解成几个部分，需要描述他们的细节信息，但这仅仅是个开始，还要严肃认真的分解项目到每个可能的细节（这是绝对不能偷懒的　；）　），团队成员对于分配給他们的任务清单往往会很严肃，所以尽可能说明任务细节（越详细越好！任何他们可能需要的细节信息。。。），并在任务单上签上责任人的名字，清晰注明完成日期（决不能給开放的完成时间！）。在一些团队中，有采用承诺机制的，需要团队成员在自己的任务单上签名。你会发现成员对签名的任务单更严肃和有责任心。当清晰定义了角色职责后，他会更专心在任务上，不必在任务不怎么相关的问题上纠缠和花费工夫。。。项目会运转的更顺。

这种做法对团队成员非常严格，但是，请相信我，这可以提高项目成果的效率和质量。当然，要让任务分配过程更舒服，把团队成员包含到项目的规划设计、里程碑制定、任务分解、对项目风险和问题的沟通，专题研究等。当他们的意见被包含在任务中，他们会感觉更放心，也更有责任心。

不管怎样规模和周期的项目，让你的项目团队成员成为他自己承担任务的项目经理！
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One Aim,One God,One Life. || 最爱:偶家阳阳 || 博客:愚人camer || MSN:camellxr@hotmail.com