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:

  1. RACI, (Responsible, Accountable, Consult, Informed),
  2. RACIA, (Approve),
  3. RASI, (Supports),
  4. RASCI, 
  5. PARIS,
  6. ALRIC,
  7. RASCIO (Omitted),
  8. LACTI (Lead, Tasked),
  9. AERI (Endorsement)
    Transform Your Roles And Responsibility Matrix Into A Gantt Chart

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  10. ARCI 
  11. RACI-V
  12. CAIRO
  13. DRACI (Drives)
  14. DACI
  15. DRAM  (Deliverables Review and Approval Matrix)
  16. RACIT
  17. RASIC

 

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:

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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.

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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.

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22 Comments

  1. I would agree that the preparation of a Gantt chart comes after initial planning activities. All too often I see the project manager preparing “the plan” (Gantt chart) when they’re not best placed to do so. Whilst I use the RACI matrix—responsible, accountable, consulted, informed—I hadn’t considered its use during this early stage. I omitted the “who” in a recent post on project planning. I’ll have to revisit this.

  2. The challenge I have always had with the “C” as in Consults is that the verb “to consult” is a contronym, and I can never be certain when a role is assigned a “C” if we are giving them something or they are giving us something. With “S” or Supports and “I” or Informed, it’s always clear. An “S” gives us something; ie, Support. We give the “I” something; ie, keep them Informed. However, I think the greater preponderance, and the Accenture-backed method, is to use the “C” for Consults.

  3. I interpret this as consulting with the particular stakeholder group, i.e. to get or seek advice from someone. It is the person who is responsible (R) for a task to consult (C.) I think the purpose of consulting is to learn from the other person; therefore they are giving us something. If I consult my financial advisor I do so to because I want to be better informed. Of course, the expert will also need understanding of my circumstances before providing best advice. Therefore it is very important that the correct people are consulted as their knowledge can have a direct bearing on the success or failure of a project.

  4. It would seem then that a (C) is expected to both receive and provide information. To me, that makes sense if the (C) is a person, but as role, unless it is exclusively reserved for outside consultants, I would assign to roles and not people. However, (S) implies (I) meaning that all who Support should also be Informed so then I still fail to see the value of a (C) unless its an outside and what we inform them is selective. Maybe that’s it—are we talking about (C) being special or different because they should be Informed selectively? To me your financial advisor is an (S) and to perform effectively, they must be an (I) by default.

  5. I think you have to view RACI from a fixed point, e.g. a project. The project manager is responsible for the day-to-day management of the project. Whereas the sponsor is accountable for the intended benefits the project creates. The project manager needs to consult stakeholders so that he is better informed. This could be technical experts to help with estimating or solutions design, business managers who will benefit from the project, or potential users of the new service. The project manager will also need to keep various parties informed. For instance, IT service management, service users, other projects etc.

  6. I have heard that Gantt charts enable users (software developers, for example) to visualize and schedule tasks, activities and events in their own software applications in a flexible way. However, I am starting to become a little underwhelmed by the concept. I am discovering that it does not even do the basic task of sorting topics and sub topics in Gantt view unless I assign priorities. Any help would be appreciated!

    • The Gantt chart is essentially a schedule plan that provides information about sequence, duration and resources. Priority is implied; the schedule shows dependencies and the order in which work should be completed. A Gantt chart is only as good as the effort put into the planning. You may wish to read my post Why Plan?

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