- PMP Exam Tips: How To Use The Tornado Diagram
- PMP Exam Tips: Know What the Project Management Plan is
- PMP Exam Tips: Understanding Project Phases and Project Management Process Groups
- PMP Concepts: Enterprise Environmental Factors
- PMP Concepts: The Work Breakdown Structure (WBS)
- PMP Concepts: The Responsibility Assignment Matrix (RAM)
- PMP Concepts: What are Activity Attributes?
- PMP Exam Tips: Why do we need a Risk Register?
A Responsibility Assignment Matrix (RAM), also known as RACI matrix or Linear Responsibility Chart (LRC), describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes. RACI is an acronym derived from the four key responsibilities most typically used:
* Responsible: Those who do the work to achieve the task. There is typically one role with a participation type of Responsible, although others can be delegated to assist in the work required.
* Accountable (also Approver or final Approving authority): The one ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work that Responsible provides. There must be only one Accountable specified for each task or deliverable
* Consulted: Those whose opinions are sought; and with whom there is two-way communication.
* Informed: Those who are kept up-to-date on progress, often only on completion of the task or deliverable; and with whom there is just one-way communication.
Very often the role that is Accountable for a task or deliverable may also be Responsible for completing it (indicated on the matrix by the task or deliverable having a role Accountable for it, but no role Responsible for its completion, i.e. it is implied). Outside of this exception, it is generally recommended that each role in the project or process for each task receive, at most, just one of the participation types. Where more than one participation type is shown, this generally implies that participation has not yet been fully resolved, which can impede the value of this technique in clarifying the participation of each role on each task. There is a distinction between a role and individually identified people: a role is a descriptor of an associated set of tasks; may be performed by many people; and one person can perform many roles. For example, an organization may have 10 people who can perform the role of project manager, although traditionally each project only has one project manager at any one time; and a person who is able to perform the role of project manager may also be able to perform the role of business analyst and tester.
The PMBOK Guide 4th Edition (starting in section 9.1) defines RACI as a responsibility assignment matrix (RAM) which is used to illustrate the connections between work packagers or activities and project team members. On larger projects, RAMs can be developed at various levels. For example, a high-level RAM can define what a project team group of unit is responsible for within each component of the WBS, lower level RAMs are used within the group to designate roles, responsibilities and levels of authority for specific activities. The matrix format shows all activities associated with one person and all people associated with one activity. This also ensures that there is only one person accountable for any one task to avoid confusion. The PMBOK confirms that one example of a RAM is the RACI chart, showing the work to be done in the left column as activities. The assigned resources can be shown as individual or groups. The RACI is just one type of RAM; the project manager can select other options such as “lead” and “resource” designation or others as appropriate for the project. The RACI is particularly important when the team consists of internal and external resources to ensure clear divisions of roles and expectations.
Until next time,
Cornelius Fichtner, PMP
President, OSP International LLC
Visit The Project Management Prepcast for more lessons on the PMP exam