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The RAM needs to inclduie the WBS straucture to indicate who is responsible for what parts of the projects. As well any other "structuring" aspects like Organization, Integrated Prod uct Team, and usually some connections to the cost accounting (control account/work package).
Hello to everybody !
Tom Mochal presented a nice core responsibility matrix and it is very useful for different usual project types and their specific implied team and people (players). The matrix is very useful for operational projects (6-12 months) and for specific tactical projects (1-3 years horizon).
However, there are very large, strategic projects (for which the business continuity and/or its rapid development or renewal is mandatory), spread over a longer time interval and requesting some more teams and players conceived at corporate level.
One of the such huge tactical to strategic projects I managed was "The Y2K Compliance" for the mobile operator Orange in Romania, between July 1988-December 1999, this being a cross-border directly supervised by France Telecom Mobiles.
For such projects and some more other complex types I used the following teams and players, for which the responsibility matrix is somewhat very charged according to the specific phases and tasks, not illustrated here, however it includes the mentioned responsibilities from the matrix of Tom Mochal. The column headers used are:
1-Stakeholders (company internal and external)
2-Project sponsor, or the group of project sponsors
3-Director/officer of Project Management Office (or director of projects and programs portfolio)4-Project/program manager
5-Project leader(s) who receives reports from technical and functional committees
6-Steering committee
7-Functional committeee, chaired by project leader
8-Technical committee, chaired by project manager
9-Execution/development/integration team
10-Final user representatives and/or business clients
11-Clients team
12-Subcontractors and vendors
13-Project quality assurance and audit officer.
Note, for example, that project management team represents a set of different of the above players, but not the execution team.
This list is not exhaustive, many other corporate or cross-border projects might use larger teams, but I hope it will give an ideea about the necessity to use a responsibility matrix, including also cross-references between players and specific responsibilities.
The material is larger, being an excerption from a book I published 3 years ago about project management and revised for future publishing, so I would not like to be too long here. Interested people may additionally contact me through this forum or at: mihail.sadeanu@consultant.com
Sincerely,
Mihail Sadeanu
Tom Mochal presented a nice core responsibility matrix and it is very useful for different usual project types and their specific implied team and people (players). The matrix is very useful for operational projects (6-12 months) and for specific tactical projects (1-3 years horizon).
However, there are very large, strategic projects (for which the business continuity and/or its rapid development or renewal is mandatory), spread over a longer time interval and requesting some more teams and players conceived at corporate level.
One of the such huge tactical to strategic projects I managed was "The Y2K Compliance" for the mobile operator Orange in Romania, between July 1988-December 1999, this being a cross-border directly supervised by France Telecom Mobiles.
For such projects and some more other complex types I used the following teams and players, for which the responsibility matrix is somewhat very charged according to the specific phases and tasks, not illustrated here, however it includes the mentioned responsibilities from the matrix of Tom Mochal. The column headers used are:
1-Stakeholders (company internal and external)
2-Project sponsor, or the group of project sponsors
3-Director/officer of Project Management Office (or director of projects and programs portfolio)4-Project/program manager
5-Project leader(s) who receives reports from technical and functional committees
6-Steering committee
7-Functional committeee, chaired by project leader
8-Technical committee, chaired by project manager
9-Execution/development/integration team
10-Final user representatives and/or business clients
11-Clients team
12-Subcontractors and vendors
13-Project quality assurance and audit officer.
Note, for example, that project management team represents a set of different of the above players, but not the execution team.
This list is not exhaustive, many other corporate or cross-border projects might use larger teams, but I hope it will give an ideea about the necessity to use a responsibility matrix, including also cross-references between players and specific responsibilities.
The material is larger, being an excerption from a book I published 3 years ago about project management and revised for future publishing, so I would not like to be too long here. Interested people may additionally contact me through this forum or at: mihail.sadeanu@consultant.com
Sincerely,
Mihail Sadeanu
We did something similar to this when I was in the Army. We listed key players, and key tasts for each player. But what is not listed on your matrix that we used was also a column for date task must be accomplished by. Each player reported on the status of thier area of responsibility, and if they met the due dates. This helped to keep things on track.
If not this month maybe ne
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