AIPGF Practitioner Assigning Roles and Responsibilities

Assigning roles and responsibilities is where governance stops being a principle and becomes an operating model. Practitioner questions often ask who should own the next action, not which principle sounds admirable.

What to understand

When assigning roles in a scenario, ask:

• Who is accountable for allowing or sponsoring the use?
• Who is using the AI in delivery work?
• Who must review or challenge the output before reliance?
• Who handles assurance or escalation when governance is weak?

Smaller contexts may combine roles, but the arrangement still has to preserve clarity and challenge. Practitioner answers should make the decision path more usable, not just more formal.

Example

A programme office wants a lead project manager to coordinate AI use standards for several projects. That can be appropriate, but only if review boundaries, escalation routes, and any needed independent assurance remain explicit.

Common pitfalls

• Calling the whole team the owner when the decision requires accountable ownership.
• Combining roles without preserving any review challenge.
• Recommending a new committee when the real problem is simply unclear responsibility.