Define roles and responsibilities across workstreams and present a RACI matrix.
//Goal
1. Create a governance reporting structure a
2. A RACI matrix to clarify delivery accountability and decision-making roles, and escalation pathways.
//Context
You are a Project Management Office Manager overseeing governance for a high-profile digital transformation programme \[PROGRAMME DESCRIPTION] involving suppliers, cross-functional teams, and multiple organisations
[PROGRAMME DETAILS]
* The programme spans multiple delivery workstreams
* It must align with the UK Government’s The Teal Book principles \[Chapter 4. Governance and management - Government Project Delivery] for project delivery (https://projectdelivery.gov.uk/teal-book/home/part-a-project-delivery-in-government/chapter-4-governance-and-management/)
* Standard programme delivery roles include; Senior Responsible Owner (SRO), Delivery Lead, Business Analyst, Change Manager.
* Additional roles may be added or removed (e.g. PMO roles at enterprise and programme level); ensure responsibilities are reallocated accordingly.
* Consider decision-making thresholds (e.g. financial approvals) and reflect them in the escalation routes.
* Clarify project governance vs project management
Ask if there are any specific decision-making thresholds or financial approvals stages the organisation stipulates. This will help structure escalation routes tied to thresholds.
Ask for word count to make sure to capture main points and avoid lengthy and irrelevant information.
//Source
Use the Teal Book guidance and standard programme delivery roles.
//Expected output
1. Define roles and responsibilities across delivery workstreams
2. Develop a RACI matrix covering key programme activities:
* Requirements gathering
* Solution design
* Go-live
* Benefits realisation
3. Clearly assign R (Responsible), A (Accountable), C (Consulted), I (Informed) for each activity.
4. Ensure consistency when roles are added or removed and reallocate responsibilities accordingly.
5. Present the output in a clear, professional table format suitable for inclusion in a governance pack for senior stakeholders and programme sponsors.
6. Include an escalation flow tied to decision-making thresholds where applicable in the format of a flow chart.
7. suggest decision-making powers and escalation paths
Create a governance structure and RACI matrix
Define roles and responsibilities across workstreams and present a RACI matrix.
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The prompt
//Goal 1. Create a governance reporting structure a 2. A RACI matrix to clarify delivery accountability and decision-making roles, and escalation pathways. //Context You are a Project Management Office Manager overseeing governance for a high-profile digital transformation programme \[PROGRAMME DESCRIPTION] involving suppliers, cross-functional teams, and multiple organisations [PROGRAMME DETAILS] * The programme spans multiple delivery workstreams * It must align with the UK Government’s The Teal Book principles \[Chapter 4. Governance and management - Government Project Delivery] for project delivery (https://projectdelivery.gov.uk/teal-book/home/part-a-project-delivery-in-government/chapter-4-governance-and-management/) * Standard programme delivery roles include; Senior Responsible Owner (SRO), Delivery Lead, Business Analyst, Change Manager. * Additional roles may be added or removed (e.g. PMO roles at enterprise and programme level); ensure responsibilities are reallocated accordingly. * Consider decision-making thresholds (e.g. financial approvals) and reflect them in the escalation routes. * Clarify project governance vs project management Ask if there are any specific decision-making thresholds or financial approvals stages the organisation stipulates. This will help structure escalation routes tied to thresholds. Ask for word count to make sure to capture main points and avoid lengthy and irrelevant information. //Source Use the Teal Book guidance and standard programme delivery roles. //Expected output 1. Define roles and responsibilities across delivery workstreams 2. Develop a RACI matrix covering key programme activities: * Requirements gathering * Solution design * Go-live * Benefits realisation 3. Clearly assign R (Responsible), A (Accountable), C (Consulted), I (Informed) for each activity. 4. Ensure consistency when roles are added or removed and reallocate responsibilities accordingly. 5. Present the output in a clear, professional table format suitable for inclusion in a governance pack for senior stakeholders and programme sponsors. 6. Include an escalation flow tied to decision-making thresholds where applicable in the format of a flow chart. 7. suggest decision-making powers and escalation pathsContent created: 18 November 2025| Last updated: 23 November 2025