Transform Your Responsibility Matrix Into a GANTT Chart
March 3, 2011 22 Comments
Create a GANTT chart when the discussion or meeting deliverable focuses on WHO is responsible for WHAT; aka, Responsibility Matrix or Roles & Responsibilities (see below). The person that steps up to accept ‘Responsibility’ is likely the best person to have a clue about estimating WHEN something may be completed, HOW MUCH extra money may be required to complete it, and the HOW MUCH estimated labor (FTE) is required.
When the session leader records these four inputs (responsible party, approximate cash or assets required, estimated due date, and how much approximate labor), the project manager and project team have the basis for a GANTT chart—lacking only the arranging of precedents and antecedents, and making adjustments to the first estimates provided. Not only has the facilitator enabled the team to draft its GANTT chart, they have also helped the team to build a consensual view, not a myopic view from one person’s office or cubicle.
The WHAT actions or assignments may take the form of strategies, initiatives, programs, projects, activities, or tasks. As you increase the resolution from the abstract (eg, strategy) to the concrete (eg, task), expect to increase the resolution of the role or title of the responsible agent. For example, strategies may be assigned to business units while tasks may be assigned to individuals.
We are now aware of at least twelve (12) different flavors of the Responsibility Matrix. While we support any may be effective in your culture, beware of the “C” as in consult because the term is a contronym and one can never be certain if assigned a “C” if they are giving you something or you are supposed to give them something. Here are the documented types, and undoubtedly there are many others:
- RACI, (Responsible, Accountable, Consult, Informed),
- RACIA, (Approve),
- RASI, (Supports),
- RASCIO (Omitted),
- LACTI (Lead, Tasked),
- AERI (Endorsement)
- DRACI (Drives)
- DRAM (Deliverables Review and Approval Matrix)
Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.
Become Part of the Solution, Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
Do not forget to order Change or Die if you working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.
- Responsibility Matrix, Agenda Design, and Parking Lot Management (facilitativeleadership.wordpress.com)
- How to Manage the Parking Lot and Wrap-up Meetings (facilitativeleadership.wordpress.com)