Coaching practices for Project Roles and Responsibilities

Describe almost anything you are working through and IX Coach finds the practices whose real-world fit is closest. For Project Roles and Responsibilities, these are the strongest matches in the current practice library.

Does this sound like the set of challenges you might be facing?

• We sorted out who owned what at kickoff, but the project has shifted and two people have left since then, and now decisions are getting made by folks who aren’t even in those roles anymore
• Everything still funnels through me because I own the outcome, so I can’t hand off the actual doing without feeling like I’ve let it go entirely
• A deadline just blew past and when I asked what happened, everyone pointed at someone else
• My whole week is just a pile of work tasks, and the parts of me that matter
• We leave the meeting all nodding that "we’ll get that done," and then next week it’s still untouched because everyone quietly assumed someone else had it

Practices that may help

1. The RACI Matrix, Made Practical
   A RACI matrix assigns one of four roles — Responsible, Accountable, Consulted, Informed — to every person for every key decision or task in a project. Its main value is preventing the two most common team failures: work falling through the cracks because no one owns it, and decisions stalling because too many people feel they must approve them.
2. Review the RACI when scope or team changes
   A RACI built at kickoff and never updated is out of date the moment the first change happens.
   The RACI Matrix, Made Practical
3. Separate the doer (R) from the owner (A)
   The person who does the work is often not the person who owns the outcome — make this explicit.
   The RACI Matrix, Made Practical
4. Assign exactly one Accountable per decision
   Every decision or deliverable must have exactly one A — not zero, not two.
   The RACI Matrix, Made Practical
5. Plan from roles and goals, not from tasks
   Before listing tasks, list your key roles this week and name one meaningful goal for each.
   Big Rocks First
6. Assign one owner to every Action Step
   Any Action Step shared by multiple owners effectively has no owner — every step needs exactly one named person responsible.
   The Action Method, Made Practical
7. Transfer authority with the responsibility
   Give people the decision rights and resources the task actually requires.
   Effective Delegation, Made Practical
8. Establish an explicit delegation protocol for Q3 tasks
   Define in advance who receives which types of urgent-but-not-important tasks — before they arrive.
   The Eisenhower Matrix for Teams
9. Assign project phases to genius-matched people
   Route early ideation to Wonder/Invention geniuses and execution phases to Tenacity geniuses.
   The 6 Types of Working Genius (Patrick Lencioni)
10. Apply the matrix at the role level, not just the task level
    Audit which of your entire roles or commitments are Q1, Q2, Q3, or Q4 — not just individual tasks.
    The Eisenhower Life Audit

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