2.8 Assign Real Issues to the Right Party

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The second question is: Who owns this? ^[4] I am the project manager, not the architect, the operations manager, or an airline CEO. It is not my job to define the requirements. It is my job to see that the correct ones are identified and implemented. My challenge is to see that the right individuals take ownership for examining issues and turning them into requirements, or eliminating them, if that is the correct call. Based on my limited exposure to airport management, I would assign issues like numbers 5, 10, and 20 to the operations representative on the project team. If you examine these issues, you will probably conclude, as I did, that those are items that will impact how the airport operates. As the project manager, I want to be supportive of these issues being turned into requirements, but not own the process for doing so. Operations may go elsewhere for direction on some of these items. If that, in turn, requires my involvement, my role should take on the air of quality assurance, ^[5] instead of having to drive, document, and guarantee the resolution.

^[4]Your alternate question here is: Why is this my issue?

^[5]Quality assurance meaning: are we defining the requirements the right way with the right parties?

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