evms responsibility assignment matrix

The Defense Acquisition Encyclopedia

Program Management

A Responsibility Assignment Matrix (RAM) describes the participation of various organizations, people, and their roles in completing tasks or deliverables for a project. The Program Manager (PM) uses it to clarify roles and responsibilities in a cross-functional team , projects, and processes. A RAM has four primary assignments: Responsible , Accountable , Consulted , and Informed (also called a RACI matrix).

Definition: A Responsibility Assignment Matrix (RAM) describes the role and responsibilities of various people and/or organizations in completing specific tasks for a project.

Responsible, Accountable, Consulted, and Informed (RACI) Matrix

A RAM is called a Responsible, Accountable, Consulted, and Informed (RACI) matrix. The PMBOK Guide 4th Edition defines RACI as a RAM that illustrates the connections between work packages or activities and project team members. In fundamental terms, RAM refers to the framework in place to distribute duties to individuals where, in a RACI, each team member is assigned a role based on one of the four roles. On larger projects, RAMs can be developed at various levels.

• Responsible (R): Those who do the work to achieve the task. There is typically one role with a participation type of responsibility, although others can be delegated to assist in the work required.
• Accountable (A): The one ultimately accountable for the correct and thorough completion of the deliverable or task, and the one to whom Responsible is accountable. In other words, an Accountable must sign off (Approve) on work that Responsible provides. There must be only one Accountable specified for each task or deliverable.
• Consulted (C): Those whose opinions are sought and with whom there is two-way communication.
• Informed (I): Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication.

Benefit of Utilizing a Responsibility Assignment Matrix (RAM)

The RAM holds substantial advantages for project managers by clarifying the importance of their processes within the team. It fosters a sense of collective contribution among all employees, eliminating the sense of isolation. This project management technique, the RAM, empowers every team member to grasp the broader context of their work. Instead of simply instructing an administrative assistant to collect phone numbers without context, you can refer them to this valuable resource. By using the RAM, employees become more engaged in achieving positive results as they comprehend the alignment of their contributions with the company’s overall operations.

Responsibility Assignment Matrix (RAM) Goal in Project Management

A RAM is used in project management as a communication tool to ensure that work tasks are designated as a responsible agent. A RAM can define what a project team is responsible for within each component of the Work Breakdown Structure (WBS) . It could also be used within a working group to designate roles, responsibilities, and levels of authority for specific activities. The matrix format shows all activities associated with one person and all people associated with one activity. This ensures that only one person is accountable for any task to avoid confusion.

Responsibility Assignment Matrix (RAM) Tutorial

Responsibility Assignment Matrix (RAM) Standard Format

A RAM is displayed as a chart that illustrates the interaction between work packages that need to be done and project team members. Typically, the list of objectives is on the left-hand column with the project team member names across the top. Each work package will be assigned to the appropriate project team member. The chart aids in communication among the project team members.

No one should typically have more than one degree of responsibility for any given deliverable or activity group in the RAM chart. To simplify things, we’ve assigned each participant in this scenario a certain amount of commitment. However, there is frequently white space when you create a genuine model for more than four people. In some situations, it’s okay to have someone with secondary responsibility but not primary.

Responsibility Assignment Matrix (RAM) Template

Template: responsibility assignment matrix (ram) (excel), 6 steps to developing a responsibility assignment matrix (ram).

Below is a list of the 6 (six) most common steps in developing a Responsibility Assignment Matrix (RAM).

• Step 1: List all project tasks and deliverables
• Step 2: Identify all project stakeholders
• Step 3: Determine the responsibility and accountability level for each task and deliverable
• Step 4: Assign stakeholders to each task
• Step 5: Assign overall stakeholder
• Step 6: Ensure all stakeholder know their responsibility

Developing Responsibility Assignment Matrix (RAM) Matrix Best Practices

Below is a list of best practice topics that can help Program Managers effectively build and use a Responsibility Assignment Matrix.

• One stakeholder is in charge per task.
• The least amount of people accountable, the better.
• Be Efficient with Meetings.
• Constant Communication.
• Stakeholders agree on final RAM

Responsibility Assignment Matrix (RAM) Lessons Learned

A Responsibility Assignment Matrix (RAM) is a tool used in project management to identify and clarify the roles and responsibilities of the different people or groups working on a project. The goal of making a RAM is to make sure that all tasks are done and that responsibilities don’t overlap or get missed. Here are some things you can learn to make sure your RAM is built right:

• Define the project’s goals and scope in detail:  Before making a RAM, it’s important to have a clear idea of the project’s goals and scope. This will help make sure that all necessary tasks are included and that the responsibilities are in line with the overall project goals.
• Find out who all the stakeholders are and what their roles are:  A RAM should have a list of all the people or groups involved in the project, such as internal team members, external partners, and customers. There should be roles and responsibilities for each stakeholder.
• Give each stakeholder specific tasks and responsibilities:  Instead of giving each stakeholder a general role, it is important to give them specific tasks and responsibilities. This will help make sure that no one’s responsibilities get mixed up or left out.
• Make sure that all stakeholders know about and understand the RAM:  It is important to make sure that all stakeholders know about and understand the RAM. This can be done by having regular meetings and giving updates, as well as by putting the RAM in writing.
• Review and update the RAM often: As the project moves forward, it may be necessary to review and update the RAM. This can help make sure that the RAM stays correct and helps the project reach its goals.

Difference Between a Responsibility Assignment Matrix (RMA) and a Responsible, Accountable, Consulted, and Informed (RACI) Matrix

The PMBOK Guide 4th Edition defines RACI as a RAM that is used to illustrate the connections between work packages in a Work Breakdown Structure (WBS) and project team members. The difference between a RAM matrix and RACI matrix is:

• A Responsibility Assignment Matrix (RAM) describes the participation of various organizations, people, and their roles in completing tasks or deliverables in a Work Break Down Structure (WBS) for a project.
• A Responsible, Accountable, Consulted, and Informed (RACI) matrix is used on projects where multiple groups of people as assigned a task. It helps on larger projects with a lot of people and organizations. It also helps with outside stakeholders and their responsibilities on a project.
• A RACI can have multiple RAM within it.

AcqLinks and References:

• Template: Responsibility Assignment Matrix (RAM) Template (Word)
• Template: Responsibility Assignment Matrix (RAM) Template (Excel)

Updated: 1/11/2024

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The responsibility assignment matrix (ram).

by Humphreys & Associates on November 26, 2013 last modified November 7, 2017

The RAM shows the WBS on one axis and the Organizational Breakdown Structure (OBS) on the other . The intersection of these axes designates who is responsible for what products or services and is known as the control account.  After detail planning is completed, the RAM is dollarized and then depicts the total budget for each CWBS element and the total budget for each respective control account manager .

The Responsibility Assignment Matrix not only helps ensure that someone is responsible for all contractual work scope ; it also verifies that there is only one individual assigned with responsibility for that work.  When developing a RAM, the level of the organization and the CWBS level should not be driven so low that costs to maintain the EVMS become excessive. Finding the most optimum balance of cost, schedule, and technical visibility generally provides the best definition for the control account.

The Responsibility Assignment Matrix is always a part of the data call information requested for EVMS reviews.  It is a good document to easily determine the value of control accounts as well as view them by organization/function and Contract Work Breakdown Structure (CWBS) element.

Traceability between the RAM and other program documentation must always be maintained .  The RAM is updated whenever there is a change to control account budgets.  The budget for a control account shown on the RAM should always equal the budget on the work authorization document for that control account.   The sum of all budgets identified to control accounts on the RAM should also equal the amount of distributed budget shown in the Contract Budget Base Log.  The sum of the control account budgets plus Undistributed Budget equals the Performance Measurement Baseline ( PMB ).   Finally, these budgets will trace to the Contract Performance Report (CPR) or the Integrated Program Management Report (IPMR) in Formats 1 and 2.

If you have any questions regarding the Responsibility Assignment Matrix (RAM) feel free to contact Humphreys & Associate s or leave a question on the blog.

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Evms implementation responsibility assignment matrix (ram), importance of the responsibility assignment matrix (ram).

Determining the level of a project's control accounts can be challenging. Too low, and the maintenance of the system can outweigh the benefits. Too high, and the information received is of little value in managing the project.

Responsibility Assignment Matrix and EVMS Implementation

H&A can assist in developing a responsibility assignment matrix (RAM) at the right level of control. The RAM relates your functional organizations to specific WBS elements. This identifies who is responsible for what scope of work. Using the horizontal axis for the WBS elements and the vertical axis for the functional departments, control accounts are identified at each point where the two intersect. These control accounts are then assigned to a responsible control account manager (CAM) which plays a significant role in the work authorization process. The CAMs are responsible for planning, scheduling, budgeting, and executing the work.

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Earned value management: the basics.

Cost overruns have become a common reality among large-scale projects. The construction of the International Space Station, for example, was originally planned with a $36.75 billion budget, but its final costs amounted to $105 billion, a 186% hike from its planned value . It was also completed six years later than planned.

No project manager wants to be at the helm of projects that stray off their course. When faced with these difficulties, project professionals rely on strong project management processes to resolve problems. Earned value management is one of these tried-and-true methods that can help project managers navigate any bumps in the road.

What is Earned Value Management?

Earned value management (EVM) is a project management methodology that integrates schedule, costs, and scope to measure project performance. Based on planned and actual values, EVM predicts the future and enables project managers to adjust accordingly.

In turn, Earned Value Management Systems (EVMS) refer to the software, processes, tools, and templates used for EVM.

Another important terminology used in this context is earned value analysis (EVA). EVA is a quantitative technique used to evaluate project performance by analyzing schedule and cost variances.

EVM uses EVA as one of its tools, but is larger in scope. While EVA stops with the compute portion, EVM is all about using that data in trends analysis and forecasting. EVM is a project management function—so it deals with both the data itself and the actions taken in light of that data.

EVA, EVM, and EVMS have a fascinating origin story . In the 1960s, 35 criteria were drafted for the U.S. government’s contractor management systems to follow. Later in the 1990s, the American National Standard Institute (ANSI) and the Electronic Industries Association (EIA) developed these into 32 guidelines for EVMS, resulting in the ANSI/EIA 748 standard. For technology systems used in several U.S. government agencies such as the Department of Defense (DoD) and National Aeronautics and Space Administration (NASA), this has now become the gold standard.

At the same time, the EIA 748 standard is not required to implement EVM. All those criteria and the rules around them have contributed to a perception that EVM is difficult and onerous. The good news is that EVM metrics are actually quite straightforward and your EVM process can be implemented with as much or as little rigor as your particular projects require.

Benefits of Earned Value Management

According to a detailed study by Fleming and Koppelman , once you’re 20% into a project, your current performance can be used to predict the future of the project with a plus or minus 10% deviation. This powerful predictive capability is made possible by EVM, making it one of the best project cost control measures available.

Earned value management is a powerful tool with many benefits, enabling you to:

• Map work with costs, reducing unknowns into quantifiable factors.
• Compare and benchmark the current status against the project baseline and identify critical paths.
• Create a data-based framework to take actions and make decisions for the future.
• Intervene fast and ahead of time (for example, you can tweak project scope and budgets, rollback functionalities, procure more resources, invest in better technologies, set customer expectations, pivot resources, etc.).
• Promote enhanced visibility and create accountability in stakeholders through clear metrics.
• Provide insight into the big picture at both project and portfolio levels.

Earned Value Management Core Concepts

EVM can be intimidating to some project managers, due to the many terminologies associated with it. So, let’s break this down into easy-to-digest smaller concepts first. Each of these concepts plays a key role in improving project performance.

Planned Value (PV)

Planned value is the budgeted cost for work scheduled (BCWS). PV varies based on the scope of work in consideration and the point where you’re at in the overall schedule.

PV = Total project cost * % of planned work

For example, let’s say, the PV for your 5-month project is $25,000:

PV for the complete project = $25,000 PV at 2 months = $25,000 * 40% = $10,000

You can also calculate PV for a time period, say, month 2 to month 4 = $25,000 * 60% = $15,000.

Actual Costs (AC)

Actual costs, also known as actual cost of work performed (ACWP), is relatively straightforward. If you are using a robust project cost management software, tracking actual costs should not be a challenge. However, it’s important to remember to include several hidden costs—material, resource, hardware, software licenses, overheads, etc.

You can look at AC cumulatively, accounting for all the activities done from the beginning of the project to date or over a specific time period.

In our example, let’s assume, AC at the end of 2 months = $15,000

Earned Value (EV)

Now, this is where EVM gets interesting. You’ve made a plan to complete a certain amount of work and budgeted accordingly. But, from experience, you know that there is bound to be some discrepancy from your estimate. At the end of 2 months, you may have planned to complete 40% of your work, but let’s say you only managed to finish 30%.

The question, then, is, what’s the budgeted cost for this work? EV, also referred to as budgeted cost for work performed (BCWP), gives you the answer.

In our example: EV = Total project cost * % of actual work = $25,000 * 30% = $7,500

Variance Analysis

Planned value, actual cost, and earned value numbers are vital to variance calculations. At this point, the project manager wants to know how far off we are from the project baseline. This can be determined through schedule and cost variance.

Schedule Variance (SV)

Schedule variance is a quantitative indicator of your divergence from the initial planned schedule. A negative SV indicates that we are behind schedule, a positive SV indicates that we are ahead of schedule and zero means that we are exactly on schedule.

SV = EV – PV

In our example, SV at 2 months = $7,500 – $10,000 = -$2,500 SV% = (SV/PV) *100 = (-$2,500/$10,000) *100 = -25%

This implies that we are 25% behind schedule. It’s interesting to note that we aim to understand schedule, a time component, from the perspective of costs. To arrive at these costs though, we needed to know the scope of work planned and completed. This is how the three pillars—scope, time and cost come together in EVM.

Cost Variance (CV)

Cost variance is a quantitative indicator of your divergence from the initial planned budget. A negative CV indicates that we are over budget, a positive CV indicates that we are under budget and zero means that we are exactly on budget.

CV = EV – AC In our example, CV at 2 months = $7,500 – $15,000 = -$7500 CV% = (CV/EV) *100 = (-$7,500/$7,500) *100 = -100%

This implies that we are 100% over budget.

Again, this is an instance of how scope, time and cost come together to give you a clear picture of where you currently stand in your project.

Performance Indexes

Another way of looking at project performance, apart from variance, is through indexes. Here again, we have two parameters—schedule and cost index.

Schedule Performance Index (SPI)

SPI gives a sense of project performance from a schedule perspective.

SPI = EV/PV; SPI > 1 indicates the project is ahead of schedule and SPI < 1 indicates the project is behind schedule. In our example, SPI = $7,500/$10,000 = 0.75, indicating the project is only going 75% as per the original plan or it’s 25% behind schedule.

Cost Performance Index (CPI)

CPI gives a sense of project performance from a cost perspective. CPI = EV/AC; CPI > 1 indicates the project is under budget and CPI < 1 indicates the project is over budget.

In our example, CPI = $7,500/$15,000 = 0.5, indicating the project expenditures are only at 50% of the plan.

5 Fundamentals of Earned Value Management

Earned value management is all about measuring and benchmarking against a well-defined plan. Therefore, you can only perform this in organizations with a certain key elements in place. The 32 guidelines defined under the EIA-748 standard discuss, in detail, the fundamental processes and systems for the implementation of EVM. These guidelines are outlined as part of five broad principles. But again, the level of detail and overhead to implement should vary based on factors including organizational maturity, project size and complexity and contractual requirements. Let’s review these principles.

1. Organization and Scope of Project We start by identifying the ‘what’ element of the project with requirements collection and scope definitions. The five guidelines documented as part of this principle recommend us to create three important documents:

• Work breakdown structure (WBS) : Create a WBS dividing high-level deliverables into smaller work packages. This graphical representation of the work we have set out to complete gives clarity on the scope.
• Organization breakdown structure (OBS): Create an OBS, a form of an organization chart, which shows the people, teams and departments that are involved in a project, along with their hierarchy, roles and responsibilities. OBS addresses the ‘who’ element.
• Responsibility assignment matrix (RAM): Interpose the WBS and OBS to create a RAM, defining exactly which task will be performed by whom. Each of these mappings or control accounts will be measured in future stages.

2. Planning, Scheduling, and Budgeting The objective of the guidelines in this principle is to help define the project baseline in concrete terms. These are the parameters against which the project will be monitored and controlled throughout the lifecycle.

The WBS is a good starting point for the planning stage. We ensure that multiple activities are grouped under a single work package and multiple work packages are grouped under a single control account. Each account will have an account manager who will monitor its progress (in reality, the same person could manage multiple accounts).

At this point, we define the “when” element, defining both high- and low-level milestones and assigning clear due dates to each activity.

Then, we move on to time-phased budget allocation, apportioning the total budget at the level of each activity inside a work package. This includes costs, such as labor, material and subcontracting. We also assign methods of progress measurement to each work package, which will decide how EV will be calculated at a later point for a task-in-progress.

The sum of all budgeted work is called as the performance measurement baseline. Additionally, project managers allocate management reserves for unexpected scope increases.

3. Accounting for Actual Costs A set of six guidelines discusses the process of cost calculation. The focus of this activity is simple—to measure the actual costs. But it’s important to have systems in place that can track costs at a work package level, otherwise it’ll be difficult to measure progress accurately. Also, it’s possible that you may be incurring/paying out the actual costs only a few months later, but a portion of it has to be allocated much earlier to calculate the earned value. To avoid these booking lags, the guidelines emphasize on accounting for accruals.

4. Analyzing and Reporting on Project Performance The calculations of PV, EV, AC, along with variances and indexes are described in detail in this section with six guidelines. The idea is to consistently report these numbers such that team members, senior leaders, and customers have visibility into project progress.

But the focus is as much on identifying the corrective actions to be taken as the measurement against the baseline and reporting numbers. The guidelines recommend defining variance thresholds; when the cost performance reports indicate a threshold breach in a control account, one can drill down to spot the problematic tasks.

5. Revisions and Data Maintenance The five guidelines under this section acknowledge that the project baseline is not rigid, especially when problem areas are uncovered in the middle of a project. But you cannot revise a baseline every time you overspend or there is a delay in a task. Some scenarios when the guidelines recommend revising a baseline are when there is an authorized change to the scope, cost or schedule of the project or when there is fluctuation in rates.

Creating change management and risk management plans, seeking necessary approvals and evaluating the need to dip into the management reserve are some of the activities that fall under this section.

Find the Best EVM Solution for Your Projects

Earned value management is one of the most accurate techniques for project forecasting in mature organizations. But its complexity warrants the use of comprehensive EVMS platforms for successful implementation.

EcoSys for Earned Value Management is the EVMS platform that provides extensive support for all levels of EVM; from basic measures to support project performance measures all the way to the EIA-748 standard, including control account definition, WBS and OBS. It also offers seamless integration with ERP and financial systems as well as scheduling, timesheet and other enterprise systems for tracking actual costs and resource expenditures.

To learn more about implementing an effective EVM process within your organization, get a consultation with an EcoSys expert now!