Area Of Responsibility Owner Manager: Fill & Download for Free

At the core: Areas of Responsibility (AoRs) are a very simple system. You write down all the areas of your company and explicitly designate one person responsible for each.There's now a comprehensive guide to AoRs up on the Asana Guide. It explains the goals of AoRs, how to create and assign them, and what kind of outcomes you can expect. Read it now:Rethinking the org chart: Areas of Responsibility (AoRs)== Previous Answer ==AoRs are Areas of Responsibility, and they define much of what people are responsible for at Asana. We maintain a list in Asana of specific components of the company that we've explicitly assigned (actually, we maintain multiple lists -- we've started to break them up in to Eng Responsibilities, Design Responsibilities, ...). Justin is our Product lead, and Kelsey is our touch person for Visas. One designer is responsible for our Design Onboarding, while another maintains the Style Guide and Asana Design Principles. They're different from (O)KRs in that they are descriptive, rather than goal-oriented, and generally permanent. A KR at Asana might be "Hire 6 engineers in 3 months" whereas an AoR might be Engineer Sourcing or Offer Closing.This is an intentional effort to spread responsibility broadly and outside of management. Managers and Program Leads are very important; they essentially have AoRs for their people and projects respectively. But if those were our only visible leadership roles, people would default to routing problems through managers and program leads, distracting the managers and underleveraging others.The relationship between management and AoRs is fluid. Some AoRs blossom to receive dedicated teams over time, and the AoR owner sometimes becomes the team's manager. AoRs are infinitely divisible fractals, where the granularity drawn is proportional to the size of the company. Like how managers are encouraged to obsolete themselves, successful owners of growing AoRs distribute the responsibility entrusted to them, often by creating sub-AoRs. The variability of AoR size means that it's usually possible to find some component that's large and complex enough to help someone grow but still something they're currently capable of excelling at.Having a highly visible system that's as flexible as AoRs allows people to become leaders along arbitrary dimensions. No matter what good behavior you want to encourage, you can write it down as an AoR and encourage someone to keep doing it (or to grow into it). The process of creating a list of AoRs adds structure to the team. Having the list around is helpful for new hires -- they can easily route their questions to the right person, and they get to know each person in the company a little better and a little faster.This is our highest-level application of the DRI principle (see How well does Apple's Directly Responsible Individual (DRI) model work in practice?); if all else fails, responsibility falls to the owner of the Meta Lead AoR (that's Dustin). But we prefer that 99.9% of all bucks stop well earlier -- at the task level. You may have noticed that tasks in Asana can only have one assignee; that's the same principle at work.

Chief Executive Officer or Founder and the Chief Technology Officer play the most crucial role in a tech startup. They are at the top of the structure and have two well-defined areas of responsibility.The CEO is responsible for:Marketing & sales.Legal stuff.HR/Recruiting.General management.Supervising and communicating with the CTO.The CTO, in turn, supervises all the development processes and teams like:UX/UI team.Backend team.Frontend team.DevOps team.QA team.It's also important that someone takes the role of Product Owner in the company or the projects. Everyone should understand who is responsible for making decisions concerning functional, included functions in products' MVP, and release date. The Product Owner could be the person from the side, CEO, or CTO as well.

The most important role in a startup company is the Chief Executive Officer or Founder and the Chief Technology Officer. These two key roles in a startup are at the top of the structure and have two distinct areas of responsibility.The CEO is responsible for:Marketing & sales.Legal stuff.HR/Recruiting.General management.Supervising and communicating with the CTO.The CTO, in turn, supervises all the development processes and teams like:UX/UI team.Backend team.Frontend team.DevOps team.QA team.It’s also essential to mention that someone should take the role of Product Owner. It’s needed to be done so that everyone understand who is responsible for making decisions concerning functional, included functions in products’ MVP and the date of release. The Product Owner could be the person from the side, CEO or CTO as well.Finding the right people for your development team is not always an easy task. You have a few options here:Full in-house team.Partial outsourcing/staff augmentation.Complete outsourcing/dedicated development team.Which option is best for you depends on your priorities, goals, and specific circumstances. Let's analyze each of these options in detail.Hope my answer was useful for you!