Responsibility Assignment Work Statement Responsibility Resource - - PDF document

1

• Share

Lessons Learned Evaluate Success Conduct Close-Out Meeting

• Form

Project Team Statement

• f Work

Purpose Project Background Project Deliverables

Work Breakdown Structure Responsibility Matrix

R A A S S R

Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget

TIME

• P

R O J E C T N O T E B O O K M E E TI N G S R E P O R T S L E S S O N S L E A R N E D

• Responsibility

Matrix

R A A S S R

• Responsibility Assignment

Matrix (RAM) — Purpose

Ensure that all tasks are assigned to

people

Show levels of involvement of people to

work

• Linkage Between WBS and

OBS

X OBS WBS X X X

• Responsibility Assignment

Matrix

R - RESPONSIBLE A - APPROVE S - SUPPORT (DOES THE WORK) I - INFORM C - CONSULT

LEGEND S S S I S IDENTIFY POTENTIAL MARKET IDENTIFY SURVEY POPULATION DEVELOP SURVEY TEST SURVEY ON SAMPLE FINALIZE SURVEY CONDUCT SURVEY COLLECT SURVEY ANALYZE DATA REPORT RESULTS AND SUGGESTION C C R R R R R R R I I A I I A S S S S S S S R/S S R I I I I A CUSTOMER TEAM MEMBER SENIOR MANAGEMENT SUPPORT STAFF PROJECT MANAGER MARKETING STUDY

• RASIC Coding System

R = Responsible

Ensures that the assigned work is completed

A = Approve

Approves that the work meets all requirements

S = Support

Does the work

I = Inform

Is kept informed of work status

C = Consult

Is consulted on the work

• Guidelines

Team member names should be shown

across the horizontal axis in the final matrix.

There should be only one R and one S for

each activity if possible.

Every activity should have an R and an S.

R/S for an activity is acceptable.

The project manager will have the majority of

Rs.

The customer and senior management have

the majority of As and Is.

2

• Share

Lessons Learned Evaluate Success Conduct Close-Out Meeting

• Form

Project Team Statement

• f Work

Purpose Project Background Project Deliverables

Work Breakdown Structure Responsibility Matrix

R A A S S R

Network Gantt Resource Plan Update Plan Resolve Issues Manage Change Track Progress Perform Tasks Budget

TIME

• P

R O J E C T N O T E B O O K M E E TI N G S R E P O R T S L E S S O N S L E A R N E D

• Gantt

Network

• Project Schedule — Purpose

Determine if requested completion date

is possible.

Identify start and completion dates of all

work.

Determine the controlling sequence of

activities.

Provide data for resource allocation. Track progress by providing a baseline.

• Scheduling

Step 1: Step 1: Estimate Activity Durations

• Estimating Techniques

Deterministic

Best Guess Delphi (Consensus)

Probabilistic

Program Evaluation Review Techniques

(PERT)

• Scheduling

Step 2: Step 2: Determine Activity Sequence By Creating a Network Diagram

• WBS/Network Diagram

Linkage

b d a c f g j i e h j a c f g i b d e h

3

• Network Diagram Methods

Precedence Diagram Method A B C D J E F G H I Arrow Diagram Method A B C D E F G H I J

• Create a Network Diagram
• A is the first activity
• B, C

B, C and D are dependent on A

• E and F are dependent
• n B
• G

G is dependent on C C

• H is dependent on C

C and D

• I is dependent on F and

G G

• J

J is dependent on E, I, E, I, and H

• J is the last activity
• Precedence Diagram Method

Logic Connection Activity

A B C D E F G H I J

• Scheduling

Step 3: Step 3: Calculate the Schedule Using Critical Path Method (CPM) Procedures

• What’s is the Critical Path?

Riskiest path in a project Path with the most important activities Path with least slack Path with least resistance Path with longest duration Path to Emerald City

• What’s is the Critical Path?

Path with least slack Path with longest duration

4

• Determine the Critical Path

A = 2 weeks B = 1 week C = 3 weeks D = 1 week E = 4 weeks F = 3 Weeks G = 2 weeks H = 1 week I = 2 weeks J = 1 week

• Project X — Critical Path

Solution

Activity Name Float Duration ES EF LS LF

E 4 B 1 F 3 J 1 I 2 G 2 C 3 A 2 D 1 H 1 3 7 5 9 2 3 7 8 3 6 4 7 0 2 0 2 2 5 2 5 5 7 5 7 7 9 7 9

9 10 9 10

2 3 3 4 5 6 8 9 2 1 1 5 3

• Scheduling

Step 4: Show the Schedule by Drawing Gantt and/or Milestone Charts

• Enhanced Gantt Chart

Jan Feb Mar April May June Task A Task B Task C Task D Task E Task F

• Non-Critical
• Slack/Float
• Critical
• Gantt Charts

Simple to construct Easy to interpret Good for management reporting

• Project X — Gantt Chart

Solution

Duration Time 10 7 6 5 4 3 2 1 8 9 Activity A B C D E F G H I J

2 1 3 1 4 3 2 1 2 1

• Non-Critical
• Slack/Float
• Critical

5

• Develop a Project Schedule

Prepare a project

schedule for the room you are going to paint.