ABSTRACT
Roles and responsibilities are a starting point for any newly born firm or project. This chapter describes the basic organizational design tools and their usage, specifically within the services firm. The firm must ensure that the project can be successful with the chosen team structure, otherwise contractual conditions must be drafted that balance the vendor project manager (PM's) responsibility, accountability, and authority (RAA) and allow for success. When a services firm is founded, especially if its roots are in consulting or small-scale construction, the sales/delivery dichotomy does not exist. Delivery management sounds a lot like project management and certainly requires considerable project management experience, but the function is distinguished by being represented at the senior levels of the firm and carrying a global responsibility. Compensation plans and incentives have a strong influence on sales, PM behavior and the achievement of a business balance.
