Roles And Responsibilities Matrix - SDLCforms

Roles and Responsibilities MatrixProject NameVersionYour Company NameRoles and Responsibilities MatrixDateConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 1 of 10

Roles and Responsibilities MatrixProject NameVersionRevision HistoryDateVersionAuthorChangeCOPYRIGHT NOTICEConfidential – 2015 Documentation ConsultantsAll rights reserved. These materials are for internal use only. No part of these materials may bereproduced, published in any form or by any means, electronic or mechanical, including photocopy or anyinformation storage or retrieval system, nor may the materials be disclosed to third parties without the writtenauthorization of (Your Company Name).Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 2 of 10

Roles and Responsibilities MatrixProject NameVersionTable of Contents1 Purpose .42 Setting Up a Responsibility Matrix .42.1Sample Matrix Roles and Responsibilities Descriptions . 53 Roles and Responsibility Matrix .73.13.2Standard Roles and Responsibility Matrix . 7RACI Roles and Responsibility Matrix . 9Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 3 of 10

Roles and Responsibilities MatrixProject NameVersionNote: Text displayed in blue italics is included to provide guidance to the author and should bedeleted before publishing the document. In any table, select and delete any blue line text; thenclick Home Styles and select “Table Text” to restore the cells to the default value.1PurposeThis document provides information for creating a Project Roles and Responsibilities Matrix, which canbe created in a table or spreadsheet form.The Matrix displays key project activities and details the responsibilities for each individual or role in theproject across every major functional department.The responsibility matrix lays out the major activities in the project and precisely details theresponsibilities of each stakeholder involved in a project. It is an important project communication toolbecause all stakeholders can see clearly who to contact for each activity.Projects vary in size, type, and organization. 2Small Projects: Generally no organizational structure is needed. It could include a projectsponsor, project manager, and team members.Large Projects: Generally a more organized structure where team members understand theirroles and responsibilitiesSetting Up a Responsibility MatrixThis section provides information to setup a roles and responsibility matrix. List key project activities or tasks (in table / matrix rows).List key individuals or work groups (in table / matrix columns).Indicate key involvement or authority for each work group / individual, e.g., approve, review,create, or provide input.Ensure the original and on-going changes to the roles and responsibility matrix is approved.Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 4 of 10

Roles and Responsibilities MatrixProject NameVersion2.1Sample Matrix Roles and Responsibilities DescriptionsRolesAnalystDescriptionPrimary liaison between technical areas, business partners or other projectgroups. The Analyst gains an understanding for current and futureprocesses, documents business client requirements prior to developing andimplementing solutions, and identifies costs, benefits, risks, and constraints.Note: This individual is often called a Business Analyst, Business SystemsAnalyst, Systems Analyst or a Requirements Analyst.Change ControlGroupThe Change Control Group is generally composed of individuals authorizedto approve changes to the project requirements, budget, and schedules.ClientProject or service customers (individuals or groups).Client ProjectManagerLarge projects can also have a primary business contact on the same levelas the project manager representing the Information Technologyorganization.DesignerThe Designer reviews the business requirements and architecture anddesigns a solution to meet the business needs. Designer results are passedto development staff to build the solution based on the design specifications.FunctionalManagerEnsures project tasks are completed with resources under the manager’scontrol within scope, time, budget, and quality constraints.Governance BoardExecutive Team in the organization that reviews projects to ensure they aremeeting enterprise goals.PerformingOrganizationGenerally the sponsoring project organization whose personnel are mostdirectly involved in doing the project work.Program ManagerIndividual in charge of management of a program (group of related projects)to achieve its objectives and benefits.ProjectManagement OfficeA group or entity with responsibilities to manage those programs andprojects under their responsibility.Project ManagerThe individual assigned to complete the project’s objectives by coordinatingand integrating activities across multiple functional lines, and managingstakeholder communications. The project manager also manages the projectscope, time, cost, and quality.ProjectStakeholdersIndividuals or groups that are actively interested (or have a stake) in theoutcome of the project through its execution or implementation. They couldbe internal clients, management, employees or external stakeholders.Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 5 of 10

Roles and Responsibilities MatrixProject NameVersionRolesDescriptionProject TeamThe project team includes full-time and part-time resources to work onproject deliverables. These individuals could be from one organization orfrom a cross-functional team where members are from multipleorganizations.Project TeamLeaderThis individual ensures project tasks and assignments are completed ontime, on budget, and within quality standards The individual knows thestrategic and operational issues.Sponsor(ExecutiveSponsor andProject Sponsor)Provides clarity of the project vision, and directs the activities of the projectteam. Allocates funding and resources to the project. Provides executiveauthority necessary to overcome organizational obstacles and barriers. Theyalso champion the project within their organization and are guardian of thebusiness case, and ultimately responsible for project success.This person has authority over the project. The Executive Sponsor providesproject funding, resolves issues and scope changes, approves majordeliverables and provides high-level direction.SteeringCommitteeA group of high-level stakeholders that set the strategic vision and objectivesfor a program or project. The team helps to build consensus through theorganization to support the project or program’s objectives. They do not takethe place of a Sponsor, but help to spread the strategic input and buy-in.Suppliers /VendorsGroups within an organization or outside subcontractors that work with yourdirection, or supply material, equipment, hardware, software or supplies toyour project.Technical Manager/ LiaisonEnsures project implementation is technically consistent with the overalltechnical strategy of the enterprise and on track with project requirements,quality targets, and budgetary constraints, and timelines.UsersIndividuals or groups that use the project deliverables and may be involvedin project activities, e.g., defining business requirements and performing useracceptance testing (UAT).Confidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 6 of 10

Roles and Responsibilities MatrixProject NameVersion3Roles and Responsibility MatrixThe purpose of the Roles and Responsibility Matrix is to provide a clear understanding and agreementon who does what on a project. It can be displayed with individuals or groups responsible forperforming specific functions or tasks. The matrix should then be distributed for approval after itscompletion.The Matrix is a method used to designate the responsibilities for each project role. It can be used tocommunicate Team Member roles, which help set expectations and ensure individuals know what isexpected.3.1Standard Roles and Responsibility MatrixThe following table illustrates a sample Roles and Responsibility matrix using an “ x “ in thedepartment column intersecting with the respective project function.Function / ResponsibilityDepartment ABusiness Case StudyXFeasibility StudyXCost / Benefit AnalysisXProject Approval DocumentXProject CharterXFunctional RequirementsXTechnical RequirementsXDepartment BRequirements TraceabilityMatrixXProject PlanXTraining PlanXSystem Design DocumentXProcess GuideXInstallation GuideXSoftware User GuideXSystem Administrators GuideXDepartment CTechnical Test PlanXUser Acceptance Test PlanXProduct AcceptanceDocumentXConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 7 of 10

Roles and Responsibilities MatrixProject NameVersionFunction / ResponsibilityDepartment ADepartment BDepartment CXProduction TurnoverMaintenanceModification RequestXProduct Retirement PlanXConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 8 of 10

Roles and Responsibilities MatrixProject NameVersion3.2RACI Roles and Responsibility MatrixThe following Roles and Responsibility Matrix uses the “RACI” concept to specify who does what. Itprovides more information as to who approves it, reviews it, creates it, and provides input to it. R - Reviews the deliverable (and provides feedback).A - Approves the deliverable.C - Creates the deliverable (could be C (1) for primary, C (2) for backup). Usually there is onlyone person responsible for creating a deliverable, although many people may provide input.I - Provides input.N – Is notified when a deliverable is complete.Example responsibility codes are shown in the following table. Your project may define differentcodes. Explain what they mean so that people will know what the expectations are.Function / lystsBusiness Case StudyARRACFeasibility StudyARRACCost / Benefit AnalysisARRACProject ApprovalDocumentACRARProject CharterACRARFunctional RequirementsI, AI, ARI, ACTechnical RequirementsRARI, RCRequirementsTraceability MatrixRARRCProject PlanAARATraining PlanRARRCSystem DesignDocumentRARRCTechnical DesignDocumentRARRCProcess GuideRARRCInstallation PlanningGuideRARRCSoftware User GuideRARRCSystem AdministratorsRARRCConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 9 of 10

Roles and Responsibilities MatrixProject NameVersionFunction / lystsOperations GuideRARRCTechnical Test PlanRARRCUser Acceptance TestPlanRARACProduct AcceptanceDocumentRARACProduction TurnoverApprovalRARACProject FeedbackAnalysisRARRCModification RequestRARRCProduct Retirement PlanRARRCGuideConfidential – 2015 Documentation Consultants (www.SDLCforms.com)Document: 2550Page 10 of 10

3.2 RACI Roles and Responsibility Matrix The following Roles and Responsibility Matrix uses the “RACI” concept to specify who does what. It provides more information as to who approves it, reviews it, creates it, and provides input to