RESPONSIBILITY MATRIX

Instructions
The Responsibility Matrix (RM), also known as the Responsibility Assignment Matrix (RAM), is
used to show the connections between work that needs to be done and project team members.
(M!"#, $rd edition) This is a highly %ersatile tool that can be easily modi&ed to suit multiple
project needs. RMs can be de%eloped at %arious le%els o' detail, 'rom high to low. (t can be used
during any project phase, including the post)implementation support phase, and is especially
use'ul when acti%ities re*uire coordination between se%eral di+erent groups, agencies, or
%endors.
This document has the 'ollowing sections,
-. .escription o' the Responsibility Matrix
/. 0ariations o' articipation Types
$. Real)li'e 1xamples
Description of the Responsibility Matri
2etting up a Responsibility Matrix is about establishing 3what3, 3who3, and le%el o' participation.
As shown in 4igure -, acti%ities are listed on the rows and resources are in the columns. 5ote that
resources may be persons, roles, groups, or %endors.
Resource
-
Resource
/
Resource
$
Resource
6
Acti%ity
-
Acti%ity
/
Acti%ity
$
Acti%ity
6
!i"#re $% Ea&ple of a Responsibility Matri
The intersection points are used to describe each resource7s le%el o' participation 'or the acti%ity.
The participation type codes are inserted in these cells. A legend is included to de&ne the codes.
8erry 1laine 9eorge
5etwork
2ta+
Re%iew Resumes R 2
(nter%iew
Applicants
( R 2
:ire ersonnel R ( (
urchase
1*uipment
A R
;egend, R<Responsible, A<Appro%e, (<(n'orm, 2<2upport=Assist
-
!i"#re '% Ea&ple of a Responsibility Matri (ith Participation )o*es an*
Le"en*
As shown in 4igure /, resources might not ha%e a participation type code 'or e%ery acti%ity.
1%ery acti%ity should ha%e one resource designated as the one responsible 'or the acti%ity. Also,
it is recommended that each role 'or each acti%ity recei%e just one participation type code. >hen
more than one code is used, it implies that resource7s role has not yet been 'ully resol%ed, which
can impede the %alue o' this techni*ue in clari'ying the le%el o' responsibility 'or the task.
!ecause the purpose o' the matrix is to gain clarity and agreement on who does what, the
columns and rows can be de&ned with as much detail as makes sense. 4or example, a high)le%el
RM can identi'y what project team group is responsible 'or each component o' the >!2, while
lower)le%el RMs can be used to designate the participation le%el o' speci&c group members 'or
speci&c acti%ities. (M!"#, $
rd
edition)
There are a number o' ways to create a Responsibility Matrix using di+erent participation types.
"ne common %ersion is called the RA?( matrix. RA)I is an acronym 'or Responsible
Accountable (aka Approver) - Consulted - Informed. 4igure $ is a sample RA?( chart.
Acti+ity
,eor
"e
,len
*a
To
&
S#s
an
Mar
y
)rai
"
(n%estigate R A ( ? ?
.esign
2o'tware
( A ? R
.e%elop @AT
lan
R A ( ?
"btain 2igno+ R A ( ? ? ?
;egend, R<Responsible, A<Accountable, ?<?onsulted, (<(n'ormed
!i"#re -% Ea&ple of a RA)I Matri
:ere is a detailed explanation o' the participation types used in the RA?( matrix,
Responsible ) The person or role who is assigned to achie%e the task. There is only one
resource gi%en this category type. "thers may be re*uired to assist in the work but they
are either gi%en another participation code, such as Assist, or are not included as the RM
may only list the key people 'or the acti%ities.
Accountable A This person or role must sign o+ on work that Responsible pro%ides. They
are ultimately accountable 'or the correct and thorough completion o' the deli%erable or
task, and the one to whom Responsible is accountable. There &#st be only one
Accountable speci&ed 'or each task or deli%erable.
?onsulted ) Those whose opinions are sought and with whom there is two)way
communication.
(n'ormed ) Those who are kept up)to)date on progress, o'ten only on completion o' the
task or deli%erable, and with whom there is just one)way communication (in'ormational
only).
/
(n order 'or the matrix to be e+ecti%e, it must accurately reBect peopleCs expectations and
responsibilities. 4or instance, i' the sponsor agrees that s=he will appro%e the !usiness
Re*uirements, then the matrix will reBect the sponsor7s appro%al is re*uired. :owe%er, i' the
sponsor delegated the appro%al o' !usiness Re*uirements to a subordinate, that 'act should be
represented on the matrix 'or all to see and appro%e. A'ter the matrix is completed, it should be
circulated as a deli%erable 'or the appropriate appro%al(s).
4igure 6 below is an example o' a Responsibility Matrix 'or the de%elopment o' project
deli%erables. (t lists the deli%erables as acti%ities and uses roles instead o' speci&c indi%iduals. (t
also uses di+erent participation types that may be more appropriate 'or this acti%ity.
$
Pro.ect
Sponsor
!#nctiona
l Mana"er
Pro.ect
Mana"er
Pro.ect
Tea&
Steerin"
)o&&itte
e
Pro.ect De/nition A A ? R A
)o&&#nication
Plan
A R ? R A
B#siness
Re0#ire&ents
A R R ? A
Stat#s Reports R R ? R R
;egend, A<Appro%e, R<Re%iew, ?<?reate
!i"#re 1% Ea&ple of a Responsibility Matri for Deli+erables
4or this matrix, the participation codes used are,
DAE means that the person (or role) appro%es the deli%erable.
ERE means that the person (or role) re%iews the deli%erable.
E?E means that the person (or role) creates the deli%erableF this could be ? (-) 'or primary,
? (/) 'or backup. @sually there is only one person who is responsible 'or creating a
deli%erable, although many people may pro%ide input.
(n 4igure 6, the roject .e&nition is created by the project managerF appro%ed by the project
sponsor, 'unctional manager and the 2teering ?ommitteeF and re%iewed by the project team. The
!usiness Re*uirements are created by the project teamF re%iewed by the project manager and
the 'unctional managerF and appro%ed by the project sponsor and 2teering ?ommittee.
2ariations of Participation Types 3(ith than4s to 5i4ipe*ia6%
Gou may need to use di+erent participation types than those shown abo%e. This is acceptable as
long as a description o' each type is pro%ided so that people know what is expected o' them.
:ere are some other participation types and de&nitions that may be use'ul 'or your project,
(n'ormed ) These people need to be kept in the picture. They need updates on the
progress but they do not need to be 'ormally consulted, nor do they contribute directly to
the task.
(nput Re*uired ) Those who should be consulted as work is prepared, i.e. the dri%ing input.
5oti'y A Those who need to be noti&ed about some aspect o' the task, such as the
completion o' the task. Those who are impacted by the project, are pro%ided status, are
in'ormed o' decisions, and with whom there is one)way communication (in'ormational
only).
ro%ides (nput A Those who should be consulted as work is prepared in order to pro%ide
in'ormation.
2upport A These are resources allocated to Responsible in order to assist in completing the
task.
6
0eri&er ) Those who check whether the product meets the acceptance criteria set 'orth in
the product description.
H
The 'ollowing participation types may be used in a Responsibility Matrix 'or decision)making
roles. The same type name may ha%e slightly di+erent de&nitions.
Appro%es A Those who are authoriIed to appro%e an answer to the decision.
Appro%er ) The Appro%er decides by %etoing or choosing one o' a series o' well laid out
options. The Appro%er is expected to possess the skills and experience to make decisions
that will not be o%erturned, and helps to mentor=coach others until they gain re*uisite
experience to become an Appro%er. "nly the Appro%er may %eto all options.
Appro%er ) The Appro%er may initiate the process and designate the rocess "wner. This
person works with the "wner to scope the decision)making matrix. They handle any
escalations 'rom Re%iewers and make the &nal decision based on recommendation 'rom
the "wner.
?onsulted ) Those whose opinions are sought and with whom there is two)way
communication. ?onsulted people must not attempt to %eto by going to the le%el abo%e to
o%erturn a decision.
1xecuters ) Those who carry out the decision once made.
(n'ormed ) These people need to be kept in the picture. They need updates on decisions
and are in'ormed a'ter the decision is made, but they do not need to be 'ormally consulted
nor do they contribute directly to the decision. This group represents in'ormation)only or
one)way communication recipients.
articipant )These are o'ten sel')selected or non)critical path input pro%iders. This group
also represents noti&cation)only or one)way communication recipients.
rocess "wner (or rocess ;eader) ) "ne person has the rocess "wner role to dri%e the
decision making process on behal' o' the Appro%er. The rocess "wner is expected to
bring well thought out=researched options to the Appro%er who will make the &nal decision.
Recommends ) Responsible to recommend an answer to the decision.
Re%iewer ) These are a+ected parties who will be impacted by the decision. They can
escalate issues directly to Appro%er.
J