Category: Pm expert

Assign responsibilities. The RAM matrix

The RAM matrix is used by project managers to assign responsibilities or to identify the role of the various members of a project team.

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This matrix is a structural diagram in which it is visually clear what should be done by whom and what are the tasks and responsibilities of each of the team members.

The acronym RAM derives from Responsibility Assignment Matrix.

The RAM matrix

This RAM matrix is sometimes also called RACI matrix or VERI matrix or linear responsibility chart (LCR). Specifically, RACI stands for:

  • Responsible: the person who carries out and assigns the activities
  • Accountable: the person responsible for the correct completion of the task. In other words, an “accountable” must approve the work the “manager” provides.
  • Consulted: those who are asked for help in carrying out the activities.
  • Informed: those who are kept up to date on progress and with whom there is only one-way communication. In other words, the stakeholders.

A RAM matrix is used to designate roles, responsibilities, and levels of authority within a project team for each component of the work structure, also called Work Breakdown Structure (WBS).

The matrix format allows you to show all the activities associated with a person and all the people associated with a single activity.

the RAM matrix

This ensures that there is only one person responsible for each activity and this allows to avoid confusion.

Despite the simple nature of all the information in the matrix, it can be very time-consuming to assign each member the right tasks and responsibilities.

Moreover, the appropriate roles must be defined in advance before being included in the assignment matrix.

7 steps to complete the RAM matrix

In order not to make mistakes, here is a 7 steps guide thanks to which the matrix can be written in a correct way:

  • Step 1: Identify all the project participants.
  • Step 2: Identify all the final results for the project.
  • Step 3: Discuss with all team members which kind of support is required for the best performance and the best results. It is important to define the responsibilities of each participant so that there are no misunderstandings.
  • Step 4: Create the initial draft of the assignment matrix, with the activities in the left column and the project team members in the first column on the right. Enter the roles that each person will have in the cells.
  • Step 5: Ask the participants to approve the assignment matrix. Once again, to avoid misunderstanding, it is best to receive written approval.
  • Step 6: Any comments on changes in the assignment matrix can be submitted by the participants. Finally, the responsibility assignment matrix will be reviewed and, once approved, the project can begin.
  • Step 7: It is important to remember to carry out continous analyzes and assessments during the project life cycle. When it seems that it is better to change the assignment matrix, it will be necessary to return to step 3, where the changes must be discussed with all team members.

 Responsibility assignment matrix and complex projects

The responsibility assignment matrix is also suitable for complex projects.

When activities are neglected and the matrix contains incomplete and / or inaccurate information, efforts and work will duplicate without any sense.

It is therefore advisable to ensure that all information is included in the matrix and that all information is and remains accurate and up-to-dated.

The following suggestions contribute to a greater chance of success of a RAM matrix in the case of a complex project:

RAM Matrix: Graph Hierarchy

Divide the assignment matrix into separate graphs, so you can make a distinction based on priorities.

The responsibility assignment matrix with the highest levels identifies high priority activities within the project.

From here, it is possible to develop matrix charts of assignment of responsibilities derived from this higher level.

RAM Matrix: Involvement and feedback

By involving all members ft he project team in developing the responsibility assignment matrix, everyone will know exactly what is expected ft hem and will be more engaged during the entire project.

Moreover, by involving the entire team in the development of the matrix, it will be easier and more immediate to receive feedback from people who should be specialized in the single activities.

RAM Matrix: Written representation

By writing the assignment matrix, you can identify any errors or problems. Moreover, all the participants will have a better understanding of their role and responsibility within the project.

Finally, the RAM matrix is a project management tool that improves team communication and increases the efficiency and speed of project completion.

If used effectively, it helps in keeping everyone informed and, therefore, increases individual and group productivity.

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The AGID three-year plan in the new 2019-2021 program

The three-year plan AGID (Agenzia per l’Italia Digitale, as it is often called) is officially known as the Three-Year Plan for Information Technology in the Public Administration.

This is a strategic document, always published in September, which is a guide and support for digital transformation in Italy. A digital transformation also in line with what the European Union Action Plan for eGovernment 2016-2020 predicts.

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What is the purpose of the AGID Triennial Plan and why do we deal with it?

This plan serves as a structured and strategic planning of technological investments in the Public Administration scheduled for the three-year period 2019-2021.

Obviously, we are dealing with this because the implementation of a project management software falls within the AGID Plan. Can you imagine how useful it could be for the economies of the country to have a centralized place for the realization and control of public administration projects?

The Plan, as we have said, will be valid for three years (2019-2021), but before being implemented, it must be approved by the Presidency of the Council of Ministers and signed by the President.

Thanks to the solutions provided by this document, public administrations can work and invest to offer more effective services to citizens and businesses.

The focal points are mainly the use of agile methodologies, a mobile approach, safe and reliable application interfaces, and open source.

Digital development in the country is therefore organized, structured and integrated following this three-year plan. But let’s try to see the application steps in detail:

  1. At the national level, the standards and general rules are defined. In addition, platforms are built in order to optimize investments in this field.
  2. The individual public administrations then develop the services according to their own needs and specific case – for example, the autonomous regions will function differently than the others.
  3. Individual companies plan long-term investments by seeking to exploit new opportunities and innovative national or regional platforms.

The goals of the Three-year Plan

The AGID Three-Year Plan has several goals, including:

  • Implementing a shared strategy in the country following the goals of the Digital Agenda in Italy.
  • Supporting public administrations in offering digital services that meet the needs of citizens and businesses.
  • Facilitating the functioning of the market thanks to best practices and standards, also involving private entities in the implementation of integrated services.
  • Introducing a new vision about digital transformation in our country.

As can be easily deduced from the topic, this plan is constantly evolving over time.

Specifically, the three-year AGID 2019-2021 Plan envisages four changes compared to the previous one. Let’s see them together:

  • The inclusion of the latest changes envisaged by the Digital Administration Code – CAD – and the recent European directives and regulations about digital innovation.
  • The strengthening of the concept of Cloud for the Public Administration – cloud first – which allows to ensure a complete circulation of data and a new interoperability between systems.
  • Particular attention to the issues of open innovation and smart landscape. With the first concept, we mean a new approach according to which companies no longer rely only on their internal resources, but also on ideas and solutions coming from outside, in order to compete better in the market. While the smart landscape concept, sometimes known also as Smart City, means a user-friendly city, that is easily usable and understandable by citizens, with the aim of improving the quality of life.
  • Application of digital by default and once only principles: Administrations must learn to provide digital services as the first option – ie. digital by default – and should avoid asking citizens and businesses for information they already know – ie. once only.

three-year agid plan

Who takes care of the digital transition?

The purpose and goals of the three-year AGID Plan are now, very probably, clear; but who is in charge of making this digital transition?

There are three main actors:

  • The digital transition manager.
  • The Purchasing Manager and the person in charge of personal data protection.
  • The offices in charge.

This is then not a solitary project within the Public Administration, but a process where different experts must be involved and should work together, for the good of the citizens.

In addition, a large monitoring action must be taken in order to evaluate the results of the introduction of these new services and evaluate any possible change.

How do you read the Three Year Plan?

The 2019-2021 Three Year Plan, like the previous one, is structured in three parts.

Above all, the first and the third give a summary of the strategies that Public Administrations are expected to implement.

The second part is much more technical.

In particular:

Part 1 – Frame of reference

Here the European and national regulatory context is illustrated and the strategic model is mapped.

Part 2 – Technological and governance components

Divided in turn into:

  • Current scenario
  • Targets
  • Lines of action

Part 3 – Final considerations and address notes 

Here are reported the data of the Public Administration expenditure as regards the digital transformation.

Also, the actions that the public administrations will have to implement from the digital point of view are listed.

Conclusions

To conclude, the AGID Triennial Plan offers a framework and a “guide” to the digital world for the entire ecosystem of the Public Administration.

It is therefore hoped that with its help it is possible to positively continue a digital transformation in line with the European one, but above all responding to the needs of citizens and businesses.

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Project management events in 2019: An overview in Italy and Europe

Project management conferences are an excellent way to meet new people, do networking and improving one’s skills. Obviously, it is not always worth participating to all of them.

We thought, therefore, to do a selection of the most important events. Basically, a list of the major Project Management events that will take place in Italy and in Europe in 2019.

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PMI Central Italy Chapter

There are many interesting events organized every year by the PMI Central Italy Chapter, but the two events that are under international attention and which will surely be worth following will be:

  1. InNOWvation: Creating the Future, an international event, in which innovation in planning will be the main theme. This event will be held on the 13th and 14th June 2019, in Rome, and you can find all the details at this link: https://innowation.pmi-centralitaly.org/;
  2. The 3rd National Project Management Forum scheduled for mid-October

PE Award Assessment Training Lisbon 2019 – Lisbon, Portugal

A three-day training program organized by the IPMA – International Project Management Association for potential PE Award assessors.

Much attention is devoted to the evaluation process itself, including the ability to interview and report.

Before this training session in Lisbon, there are also two other sessions in the form of webinars that are carried out online.

More information can be found at the official link
https://www.ipma.world/projects/project-excellence-awards/pe-assesment-trainings/

APM Project Management Conference – London

This conference, sponsored by Hyde Park Solutions Ltd., will explore how the profession is delivering value in a changing world, following the “Delivering Value in a Transforming World” macro-theme.

Key speakers will discuss how project managers can take control of their projects and provide more benefits using innovative methods, tools and techniques.

The three streams this year will focus on adapting to develop a career, working smarter and how to develop personal performance.

The appointment is for May 2nd, 2019: https://www.apm.org.uk/apm-conference/

Congress PMI® EMEA 2019 – Dublin, Ireland

The PMI – Project Management Institute is the leading association for project, program or portfolio management professionals.

The PMI® EMEA 2019 Congress will provide the concept, skills, and behavior needed in order to make a difference in project management.

More than three days, in which the global perspectives on this fast-moving profession will be heard.

The congress will take place from the 13th to the 15th May 2019 in Dublin, Ireland: https://www.pmi.org/emea-congress/registration-options

SUPSI Project Management Forum – Lugano, Switzerland

The second edition of the Project Management Foruma – PMF will take place on the 23rd and 24th May 2019 at the Palazzo di Congressi in Lugano.

The program of this new edition of the PMF has not been published yet, but this event was created to contribute to the development of knowledge and the dissemination of culture in the field of project management.

Surely, even in 2019, there will be an interesting program. More information will be published here http://www2.supsi.ch/cms/pmforum/pmf-2019/
the 2019 project management events

Portfolio & Project Management Summit 2019 – Berlin, Germany

The agenda and keynote speakers of this congress have yet to be published, but this is definitely an event to attend.

The 2019 Portfolio & Project Management Summit will take place in Berlin, Germany, on October 24th and 25th 2019.

The information will be published in this official link https://qepler.com/events/portfolio-and-project-management-summit-2019.html

CUOA –Executive Project Management Course

In this case, we are not talking about a congress, but about an executive course in Project Management offered by CUOA – University Center of Business Organization.

This course focuses on all aspects of project management in operational terms, and not just theoretical ones as most of the courses do.

In fact, technical competence is necessary, but not sufficient for a professional project manager.

The 15th edition of the course will take place from the 15th February to the 25th May 2019.

Keep in mind also that the Jobleader Project Management course of CUOA Business School is a prerequisite for the certifications in Project Management of the PMI.

For more information, here is the link: https://www.cuoa.it/ita/formazione/corsi-executive/project-management

MIP – Politecnico di Milano, Project Management courses

MIP has always supported organizations of different sizes and from different sectors in the training of their project managers.

Also in 2019, three courses will be proposed:

  • Project Manager Fundamentals, which allows the acquisition of the base knowledge regarding project management;
  • Project Manager Advanced, which focuses on the project management theme with practical and theoretical examples;
  • PMI Certification Course, the PMP certification promoted worldwide by the PMI and which attests the individual skills in Project Management.

To know all the dates, consult the official website of the MIP
https://www.mip.polimi.it/it/offerta-formativa/management-academy/aree-tematiche/innovation-design/corsi-brevi-in-project-management/

In our opinion, these are the most important project management events of 2019. In case you have new events to report, you can easily do so by leaving a comment below.

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Total quality management: plan the quality management of a project

Total Quality Management is an extended and structured organizational management approach. It focuses on continuous improvement of the products and services quality using continuous feedback.

The exact origin of the term Total Quality Management is not certain. What is certain is that it was certainly inspired by the works of Armand V. Feigenbaum and Kaoru Ishikawa.

From its origins the concept has been developed and can be used for almost all types of organizations, not just traditional companies but also schools, hotels, communities, etc.

Nowadays, Total Quality Management is also used in the e-business sector and perceives quality management entirely from the customer’s point of view.

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Total Quality Management’s objective is to do things well and satisfactorily for the customer and to repeat this positive experience.

This allows the organization to save the time it takes to correct poor work and failed implementations of products and services, such as warranty repairs.

Total Quality Management can be set differently depending on the type of organization or for a series of standards to be followed, such as in the case of the ISO 9000.

In this type of approach, the strategy, data and communication channels are used to integrate the quality principles required in the organization’s activities and culture.

The principles of Total Quality Management

Total Quality Management has a series of basic principles that can be summarized in the following points:

  1. Focus on customers
  2. Employee involvement
  3. Process centralization
  4. Integrated system
  5. Strategic and systematic approach
  6. Decision-making process based on facts
  7. Communication
  8. Continuous improvement

Focus on customers

When following the principles of this approach it’s essential to remember that only customers determine the level of quality.

Regardless of the efforts made in the training of employees or the improvement of processes, only customers determine, through questionnaires, for example, whether the efforts have contributed to the continuous improvement of the quality of services and products.

Employee involvement

Employees are internal customers of an organization.

Employee involvement in the development of an organization’s products or services largely determines the quality of these products or services.

All employees within a company must understand that they have an important role to play in ensuring high levels of quality in the products and services that the organization produces.

Hence, it’s good to create a corporate culture in which employees feel involved in the organization.

total quality management 5 - meeting

Process centralization

The thinking process and managing processes are a fundamental part of Total Quality Management.

Processes are the guiding principle and people support them based on goals that are related to mission, vision and strategy in general.

Integrated system

It’s important to have an integrated organizational system that can be modeled, for example according to ISO 9000 standards, or a company quality system for understanding and managing the quality of an organization’s products or services.

Strategic and systematic approach

A strategic plan must embrace the integration and development of the quality of an organization’s products and services.

Decision-making process based on facts

The decision-making process within the organization must be based only on concrete facts and not on opinions, emotions and personal interests. Data should support decision making.

A quality management system is only effective when it is possible to quantify the results; in fact, it is necessary to see how and if the implemented process is having the desired effect.

This will help set goals for the future and make sure each department is working for the same result.

Communication

A communication strategy must be formulated in such a way that it is in line with the mission, vision and business objectives.

This strategy includes all stakeholders, evaluates communication channels, measurability of effectiveness, timeliness, etc.

Continuous improvement

By using the right measurement tools and innovative and creative thinking, continuous improvement proposals will be launched and implemented so that the organization can develop into a higher level of quality.

Total Quality Management is not something that is done once and then forgotten. It’s not a management phase that will end after a problem has been corrected.

Real improvements must occur frequently and continuously in order to increase customer satisfaction and loyalty.

Practical approach to Total Quality Management

When implementing Total Quality Management, a concept is implemented.

total quality management 4

In fact, it is not a predefined system to “mount”, but it is a line of reasoning that must be incorporated into the organization and its culture.

The practice has shown that there are a number of basic assumptions that contribute to the success of Total Quality Management within an organization.

These basic assumptions are:

  • Form the top management on the principles of Total Quality Management and ask for their commitment in this regard;
  • Evaluate the current company culture, customer satisfaction and the quality system;
  • Senior management determines the desired core values ​​and principles and communicates them within the organization;
  • Develop a total quality management plan using the basic principles mentioned above;
  • Identify and prioritize customer and market needs and determine the products and services of the organization that can meet these needs;
  • Determine critical processes that can make a substantial contribution to products and services;
  • Create teams capable of working on process improvement;
  • Managers must support teams through planning, resources and training;
  • Management integrates the desired changes for the improvement of daily processes. After the implementation of improved processes, standardization comes in play;
  • Evaluate progress continuously and adjust planning or other critical issues if necessary;
  • Stimulate employee involvement. Awareness and feedback lead to a general improvement of the whole process.

In summary, Total Quality Management is not a quick solution and one must understand that real results may not occur immediately.

It is not a short-term investment but is designed to help an organization find long-term success.

What is your experience with Total Quality Management?

Is its principles applied within the organization you work with?

Are there any other basic assumptions that you think are important? Leave us your feedback below.

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