Create a GANTT chart when the discussion or meeting deliverable focuses on WHO is responsible for WHAT; aka, Responsibility Matrix or Roles and 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 HOW MUCH estimated labor (FTE) is required to complete the assignment.
When the session leader records these four inputs to complete the roles and responsibilities (responsible party, approximate cash or assets required, estimated due date, and how much approximate labor), the project manager(s) and dependent team(s) have the basis for a GANTT chart—lacking only the arranging of precedents and antecedents, and making sequential adjustments to the first estimates. Not only has the facilitator enabled the team to draft its own GANTT chart, they have also helped the team build a consensual view with shared ownership, not a lone 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 enabler. For example, strategies may be assigned to business units while tasks may be assigned to individuals to complete roles and responsibilities.
We are now aware of at least seventeen (17) different flavors of the Responsibility Matrix. While methodologically agnostic, we support any that may be common or 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 of roles and responsibilities, 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)
To help you access our in-house resources, (e.g., annotated agendas and templates used in our FAST Professional Facilitation Training) go to the Facilitation Training Store https://mgrush.com/shop/. For a nominal fee, you can now access some our favorite tools, including:
▪ PPT Break Timers for $3.99
▪ Quick, five to ten-minute video lessons on critical topics for $5.99
▪ White papers with additional methodology and team-based meeting support for only $0.99
▪ Holarchy Poster for conference rooms to help resolve arguments
Also consider the book “Change or Die, a Business Process Improvement Manual” for much of the support you might need to lead more effective groups, teams, and meetings.
Become Part of the Solution—Improve Your Facilitation and Methodology Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics of an effective facilitator and methodologist. 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’re working on a business process improvement project. It provides detailed workshop agendas and numerous 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 (mgrush.com/blog)
- How to Manage the Parking Lot and Wrap-up Meetings (mgrush.com/blog)
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Building consensus helps groups identify gaps, omissions, overkill, and confirm the appropriateness and balance of their action plan.