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Intermediate Planning Steps: The Rodney Dangerfield of Project Management (Part 3)
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
This is the final of three installments on the Rodney Dangerfield part of planning - the intermediate planning steps. We are looking at the Responsibility Matrix, a tool that improves your ability to go from the earliest planning/scoping to the detailed planning/struggling connected with resourcing and scheduling. These often-skipped or insufficiently completed steps, "don't get no respect at all," but the Responsibility Matrix should at least make them easier to complete. In this installment, we will see how to use the matrix to clarify next steps and to anticipate and avoid problems.
Keep in mind that intermediate planning is in large part a clarification of workforce relationships. Look at the example matrix again.
Responsibility Matrix: Product Development Project Example
Activity | Responsibility | |||||
IS Project Manager | IS Lead Developer | IS Technical Writing Mgr | Marketing | Business Operations Manager | HR Development Dep't | |
Marketing | S |
|
| A,R | C |
|
Documentation |
| S | A,R |
|
| C |
Development | A | R |
| C | S |
|
Internal Communication | S |
|
| C | A | R |
Training | S |
| S | C | A | R |
Legend: A (Accountable/Authority), R (Responsible), C (Communicated to), or S (Supports)
Pre-Workplanning
You now have roles or departments assigned "A." Use this information to find the corresponding contact names to…
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"When a stupid man is doing something he is ashamed of, he always declares that it is his duty." - George Bernard Shaw |