Project Roles & Responsibility Gaps

Every project has roles.

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Sponsors.
Owners.
Leads.
Steering committees.
Working groups.

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And yet, when something breaks, stalls, or quietly dies, the same phrase appears:

“That wasn’t my responsibility.”

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This field guide is about the space between roles — the unowned decisions, the implied accountability, and the silent assumptions that turn well-structured projects into slow-motion failures.

Why Roles Look Clear on Paper (and Collapse in Practice)

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On paper, roles are clean:

• The sponsor sponsors

• The PM manages

• The team delivers

• Governance oversees

In reality, roles blur the moment:

• Priorities conflict

• Decisions become political

• Accountability carries personal risk

That’s when responsibility doesn’t disappear — it evaporates.

Not because people are malicious.
Because clarity was never real to begin with.

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Responsibility vs Authority (The Gap Nobody Names)

Most responsibility gaps come from a simple mismatch:

• People responsible without authority

• People with authority without responsibility

The PM is responsible for delivery
…but cannot approve scope changes.

The sponsor has authority
…but delegates engagement.

The team is accountable for outcomes
…but excluded from decisions.

The gap isn’t procedural.
It’s structural.

The Most Common Responsibility Gaps

These gaps appear in almost every project, regardless of size or methodology.

Decision Ownership Gaps

Everyone is consulted.
No one decides.

Decisions linger until:

• Time forces them

• Or reality overrides them

By then, the damage is already baked in.

Escalation Gaps

Issues are “flagged” but not escalated.
Escalations are “noted” but not acted on.

Because escalation implies:

• Conflict

• Visibility

• Political cost

So teams wait.
And projects pay.

Boundary Gaps

Responsibilities exist within domains — not between them.

Dependencies cross teams.

Risks cross vendors.
Impacts cross departments.

Ownership rarely does.

Why RACI Charts Don’t Fix This

RACI charts describe roles.

They do not create:

• Authority

• Safety

• Willingness to decide

In practice, RACI often becomes:

• A documentation exercise

• A compliance artifact

• A post-mortem defense

It explains who should have acted — not who could have.

How Responsibility Actually Shows Up

In real projects, responsibility isn’t defined by charts.

It shows up when:

• Someone makes a decision before they’re ready

• Someone escalates when it’s uncomfortable

• Someone owns a risk they didn’t create

Responsibility is not assigned.
It’s claimed — or avoided.

How Projects Survive Responsibility Gaps

Projects that survive don’t eliminate gaps.
They manage them deliberately.

They:

• Name decision owners explicitly

• Agree on escalation paths before they’re needed

• Acknowledge political constraints instead of pretending they don’t exist

And most importantly — they stop pretending that roles equal clarity.

This Is Why Roles Fail Before Plans Do

Plans fail when assumptions break.
Roles fail when no one owns the break.

If a project feels stuck, drifting, or quietly unstable, the cause is rarely technical.

It’s almost always a responsibility gap — hiding in plain sight.

“Responsibility gaps rarely exist in isolation — they compound with planning assumptions and delivery pressure.”

➡ Project Planning Myths (And Why Plans Still Matter)

➡ Governance vs Delivery: When Process Becomes Protection