NASA projects customarily include contractors, subcontractors, third-party vendors, as well as international partners and other government agencies. Delegation of roles, tasks and authorities among team members is common and desired in these teaming arrangements. However, clarity in these delegations, along with a universal understanding of their limits, is crucial in any complex undertaking. This case study addresses a number of key issues associated with managing an engineering project with a high degree of multi-organizational cooperation and dependency. Of the many things that are naturally delegated amongst the parties involved, overall responsibility for safety and performance cannot be one of them.