Project Responsibility Matrix: Essence, Construction Rules, Examples

When we have decided on the main roles in , we should move on to the development of a very useful document, referred to as the responsibility matrix. It is important for us, dear reader, to realize that in the course of developing a matrix table, PM fixes a complex of not only the responsibilities of group members, but also their powers. I suggest you look into this topic in more detail.

In the PMBOK manual (fifth edition), the responsibility matrix also has other designations: “matrix diagrams”, “RACI matrix”. In domestic practice, this tool often sounds like a responsibility distribution matrix. MO in the PMI manual refers to a table that shows the resources assigned to each work package. It displays the relationships between team members and work steps.

The RACI method is traditionally used to fill the MO. This is an abbreviated name formed by the first letters of the words: “Responsible” (Responsible), “Responsible” (Accountable), “Consultant” (Consult before doing), “Observer” (Inform after doing).

An example of a RACI matrix from the PMBOK Guide

Depending on the scale of the project, PMBOK allows for the use of ML at different levels with varying degrees of elaboration of the responsibility of the members of the working group. If we consider high-level MO, then groups and subdivisions of the team, on the one hand, and large components of the ISR, on the other, are involved in building the matrix. On the contrary, low-level MO "descend" to the detailing of the distribution of responsibility of specific team members down to the level of operations.

The Russian design practice is often distinguished by the expansion of responsibility options up to the inclusion of powers in the MO as well. This introduces an imbalance in the matrix. An illustration of this approach can be seen below.

An example of the responsibility matrix of an investment project in Russia

Sub-tasks and responsibilities

The previous example clearly demonstrates the situation of blurring the focus on responsibility. How to avoid such a situation? Recall, colleagues, the subsection devoted to management tasks. In it, we analyzed an important category of management - "responsibility". Then we established that the responsibility of the resource implies its right to accept and the obligation to complete the task, without referring to any obstacles. Let me remind you of the example of a Krasnoyarsk hunter who undertook the task of delivering squirrel skins beaten in the eye by the deadline, but on the condition that their number would be no more than 45 instead of 100. That was his rule: to take only what he was able to do realistically.

The manager is the responsible resource for a unique project task. At the time of planning the project, its manager is obliged to ensure the decomposition of the result into subtasks, the sequential execution of which automatically leads to the solution of the key task. It is expedient to carry out such decomposition collectively, involving members of the project management team in the work by brainstorming. Its results should be a plan by milestones.

Typically, the composition of the wording of the elements of the table corresponds to the functional doctrine of management:

development of technical specifications;
deploying a prototype system;
trial operation, etc.

It is much more effective if you apply task management methods. Here is an example of such a decomposition.

Decomposition scheme of the project task for the implementation of product Y

This example is indicative. Naturally, the manager is responsible for the top-level task. And it is obvious that project management establishes a division of responsibility for decomposed subtasks between team members. Thus, the logic of compiling such a table as the responsibility matrix naturally matures. Its construction begins with the formulation of tasks.

Personally, I am impressed by the laconic approach to the application of the matrix model, because obligation, as a synonym for the subject of our study, is also a human condition: either it exists or it does not. And most importantly, such a state cannot be distributed among several people. For management purposes, it can only have a single carrier. Otherwise, the responsibility to some extent is lost. Our decomposition example dictates the following matrix form.

Simplified Responsibility Matrix Variant

Responsibility and authority: how to avoid mistakes?

I think that especially beginner PMs need to learn how to fill in a simplified matrix and ensure its performance and control, and then move on to more complex configurations, while avoiding common mistakes that sometimes happen. Regardless of the number of liability options (letters used in the table to fill it in), certain filling rules should be followed. Building a MO project requires following important rules:

Work on MO with the whole team, trying to complete it in a single session.
First, fill in all cells with responsibility, exclude the situation when there are lines without the “O” symbol.
Adhere to the RACI methodology, avoiding expanding the scope of powers from the category of "Contractor", "Agreement", which, in fact, do not bear responsibility in the content.
Eliminate the situation of empty columns in MO.
Compose several options for MO, starting from the top level and observing the principle of conciseness.

If you do not take into account the special rules outlined above, it is easy to make mistakes, which then worsen the ability to control, reduce the effectiveness of project management. To avoid such a situation, it is better to immediately control yourself for the possibility of making a mistake while working on MO. Building an MO can be accompanied by typical mistakes:

Allow a situation where two characters are entered in one cell.
Overload MO with symbols, thereby devaluing its workability.
After the approval of the MO, “put it on the shelf” and forget, thereby eliminating the meaning of using the MO as a tool for direct control of intermediate results and demand from responsible resources for the tasks of the project.

In this article, dear colleagues, together with you we considered the issue of the concept, essence and content of the responsibility matrix as an essential element of project planning and implementation. Traditional methodology and examples of ML construction are presented. The author's position on the benefits of a more categorical approach to responsibility and its distribution is stated. The rules for the development of MO and related errors have been clarified.

I am convinced that a project manager who is guided by the rule of “Less is more” in allocating responsibility is more successful. This is also due to the fact that the construction of MO is implemented in the unique mode. Therefore, I advise every PM to start with simpler forms, gradually complicating the practice of application.