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The Responsibility Assignment Matrix: Identifying Who Does What

The document discusses the Responsibility Assignment Matrix (RAM) which identifies how project participants interact with project activities. The RAM lists project activities down the left side and major project participants across the top. Cells indicate the type of interaction such as responsible, must be notified, or approval required. The RAM provides a way to document responsibilities and communications for project activities.

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Mabtoor Mabx
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21 views

The Responsibility Assignment Matrix: Identifying Who Does What

The document discusses the Responsibility Assignment Matrix (RAM) which identifies how project participants interact with project activities. The RAM lists project activities down the left side and major project participants across the top. Cells indicate the type of interaction such as responsible, must be notified, or approval required. The RAM provides a way to document responsibilities and communications for project activities.

Uploaded by

Mabtoor Mabx
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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The Responsibility

Assignment Matrix
Identifying Who Does What
The Responsibility Assignment Matrix
(RAM)
The Responsibility Assignment Matrix (RAM) is a tool that
identifies how project participants interact with the activities of the
project.
The most common type of interaction is responsibility for
completing an activity.
But consider other situations, such as these:
a technical expert who must be consulted on several activities,
management approvals that are required before initiating an activity,
or a client representative who must be notified when certain activities
have been completed.
The RAM provides an opportunity for documenting these types of
people-project interactions
The Responsibility Assignment Matrix
(RAM)
Along the left of the RAM are the project activities—again,
a direct output of the WBS. (These should be elements of
work, not functional responsibility.)
Across the top are the major project participants. (These
should be specific individuals. You may indicate just the
departments, before individuals are assigned.)
In each cell is a letter that denotes the type of people-
project interaction.
The RAM can be a valuable communication device, as it
displays the project participants and their implied
relationship to one another as well as to the project.
Possible People-Project Interactions
There are no standards for the codes; use whatever
works for your particular situation and include a key.
Here are some possible interactions:
• Responsible • Document reviewer
• Accountable • Input requested
• Must be notified • Approval required
• May be notified • Support
• Participant • Gate reviewer
Time Management
Time management is identifying how long it will take to do
everything.
Once you’ve identified the elements of work (activities), the next
major step consists of estimating how long everything will take.
First, estimate how long each activity will take.
Then, combine all of the activities—using logic—in a way that
yields an estimate of when each activity is scheduled for
completion and how long the entire project should take.
The principal output of this portion of the planning process is a
control schedule—an activity-based timeline that the team will
use as a map for executing the work and that will be used as a
guide for verifying that work is getting done on time.

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