ABSTRACT
Project authorizations are generally issued to all company departments for general information, but the supporting technical and commercial documents are handed over only to the project manager. Once a new project has entered an organization, it has to be formally 'entered into the system' so that all the necessary accounting, planning, progressing and other administrative procedures can be put in place. Some organizations invoke a lengthy authorization procedure that consists of a project charter, followed by a contract. The first step towards project implementation in any well-run company is the issue of an authorization document. There is always a risk that documents will be received safely by a company, only to be lost or misrouted within the organization. Dissemination of programme information must be made far more effective than the simple blanket distribution of common schedules to all and sundry. The responsibility matrix is best suited to deal with task categories rather than listing all the detailed tasks themselves.
