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The Responsibility Matrix is a project management tool for correlating project work assignments with project team members.
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Quick reference
Responsibility Matrix
The Responsibility Matrix is a project management tool for correlating project work assignments with project team members.
When to use
This technique is normally used with large teams and teams that are not co-located. Small co-located project team assignments are normally managed in the day-to-day team interactions. When the team is large or members are not co-located, the assignment of responsibilities needs to be more formal to avoid confusion leading to duplication or omission of work.
Instructions
The Responsibility Matrix is an excellent communication and risk identification tool. It provides a visual communication of the contribution of each team member. It also will highlight if a team member is overloaded or who may not have the requisite skills to do the work assigned.
- List the project Team Members across the top of the matrix.
- List the project tasks (summary or detail) down the side of the matrix.
- For each task assign one person as the individual leading the task. This is often a Core Team member.
- Assign the roles of other project team members assisting on each task. This includes both Core Team and extended team members.
Assigning roles in the matrix
There are many techniques in use for assigning roles in the matrix. It is strongly recommended that you use one that assigns support roles as well as lead roles for each task so that team members who must participate on a task are aware of that portion of their job.
The most common technique is based upon the CMMI methodology and uses the acronym RACI.
- Responsible – someone who must do a portion of the work on the task but is not the task leader.
- Accountable – the person who plans the task and ensures it is done correctly. Often they are the primary individual doing work on the task.
- Consult – a team member who may be asked to provide information for the task, but is not expected to do any significant work on the task
- Inform – a team member who needs to be informed about the work on the task because of its impact on their responsibilities
Another technique that I like to use is CALM.
- Contribute – a team member who provides supporting effort for a task.
- Approve – a team member who must review and approve the work of the task.
- Lead – the team member who is responsible for planning and leading the task. They often do most of the work.
- Monitor – a team member who tracks the progress on the task because of its impact on their responsibilities.
Definition
Responsibility Assignment Matrix: “A grid that shows the project resources assigned to each work package.” PMBOK® Guide
This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Sixth Edition, Project Management Institute, Inc., 2017.
Login to download- 00:05 Hi, I'm Ray Sheen. Let's look at the resource planning tool,
- 00:07 the responsibility matrix.
- 00:09 The Project Management Body of Knowledge, the PMBOK Guide,
- 00:13 defines the responsibility assignment matrix as a grid that shows
- 00:16 the project resources assigned to each work package.
- 00:19 Typically, we use a responsibility matrix on a large project.
- 00:23 On small projects, there are only three or four people, and
- 00:26 everyone knows what everyone else is doing.
- 00:29 But on large projects, there are many people, and
- 00:32 a responsibility matrix is very helpful to clarify roles and responsibilities.
- 00:37 In a responsibility matrix, each task has a person who's responsible for
- 00:42 that task, an owner of that task.
- 00:44 They're the ones leading the project effort on that particular activity.
- 00:48 The responsibility matrix also shows what other individuals are involved in
- 00:53 the task, and their type of involvement.
- 00:56 To create the matrix, we start by listing all of our
- 00:59 project team members normally across the top of the matrix.
- 01:03 Then, list the project tasks down the side of the matrix.
- 01:07 Now, the matrix is created.
- 01:09 I usually assign the leader for each task at this point.
- 01:12 In this case, I'm using an A to designate the leader because this is
- 01:17 the person who is accountable for that task.
- 01:20 Notice, there's only one person accountable on each task.
- 01:23 If you think you need two people, you probably have two tasks.
- 01:28 Then, I assign the other individuals who have some other role or
- 01:31 responsibility with the task.
- 01:33 This is determined by the task planning.
- 01:36 I'm using the RACI acronym for assignment of roles in this example.
- 01:40 R stands for responsible, A is for accountable, C is for
- 01:44 consult, and I for information.
- 01:47 This acronym has become widely used because it's part of the CMMI from
- 01:51 Carnegie Mellon.
- 01:52 However, there are several other assignment codes.
- 01:55 One that I have found to be very helpful is CALM.
- 01:59 Use either of these acronyms or
- 02:00 one of your own to clarify the roles of each of the project team members.
- 02:05 By the way, notice the individual in column five.
- 02:08 They're involved in every task.
- 02:11 I'll come back to that in just a moment.
- 02:15 The responsibility matrix provides clarity of expectations for
- 02:18 individuals on the project.
- 02:20 It also is a great tool for managing the human resources on the project.
- 02:25 It can be used to guide our personnel staffing decisions,
- 02:28 make sure you have the right individual for that role.
- 02:31 One of the ways to use this matrix is to identify someone who may be carrying too
- 02:36 heavy of a workload.
- 02:37 Remember the individual in column 5?
- 02:40 That may be more than a full-time job,
- 02:42 you may need to split that individual's role into two individuals.
- 02:46 The responsibility matrix highlights this type of risk.
- 02:50 Another type of risk is when you have the wrong individual for the position.
- 02:54 They do not have the skill set that's required based upon the actual assignment
- 02:59 of responsibilities.
- 03:00 You may need to get training or coaching for that individual.
- 03:04 You may even request a different person be assigned to the project.
- 03:08 If you need to go to a functional manager and ask to change individuals,
- 03:12 it's much better to be using a responsibility matrix and
- 03:15 to make your argument based upon the skills required rather than to
- 03:18 be perceived that you just don't like someone.
- 03:21 Or if you're going to a functional manager and requesting a resource,
- 03:25 it's better to have the responsibility matrix with you to describe what you need
- 03:29 rather than be forced to take just whoever isn't busy right then.
- 03:33 The responsibility matrix helps you plan the human resource aspect of your project.
- 03:37 It's great for communicating expectations and for
- 03:41 highlighting risk that is based upon your team members' skills and availability.
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