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A responsibility assignment matrix (RAM), also known as RACI matrix
or ARCI matrix or linear responsibility chart (LRC), describes the participation by various
in completing
or . It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.
RACI and ARCI are
derived from the four key responsibilities most typically used: Responsible, Accountable, Consulted, and Informed.
Responsible
Those who do the work to achieve the task. There is at least one role with a participation type of responsible, although others can be delegated to assist in the work required (see also RASCI below for separately identifying those who participate in a supporting role).
Accountable (also approver or final approving authority)
The one ultimately answerable for the correct and thorough completion of the deliverable or task, and the one who delegates the work to those responsible. In other words, an accountable must sign off (approve) work that responsible provides. There must be only one accountable specified for each task or deliverable.
Consulted (sometimes counsel)
Those whose opinions are sought, and with whom there is two-way communication.
Those who are kept up-to-date on progress, often only on completion of the and with whom there is just one-way communication.
Very often the role that is accountable for a task or deliverable may also be responsible for completing it (indicated on the matrix by the task or deliverable having a role accountable for it, but no role responsible for its completion, i.e. it is implied). Outside of this exception, it is generally recommended that each role in the project or process for each task receive, at most, just one of the participation types. Where more than one participation type is shown, this generally implies that participation has not yet been fully resolved, which can impede the value of this technique in clarifying the participation of each role on each task.
There is a distinction between a role and individually identified people: a role is a descriptor of an ass may be perf and one person can perform many roles. For example, an organization may have ten people who can perform the role of project manager, although traditionally each project only has one project man and a person who is able to perform the role of project manager may also be able to perform the role of business analyst and tester.
The matrix is typically created with a vertical axis (left-hand column) of tasks (e.g., from a
WBS) or deliverables (e.g., from a
PBS), and a horizontal axis (top row) of roles (e.g., from an ) – as illustrated in the image of an example responsibility assignment (or RACI) matrix.
Another example from the maintenance and reliability community
There are a number of alternatives to the RACI participation types:
This is a version very useful to organisations where the output of activities under the accountability of a single person / function can be reviewed and vetoed by multiple stakeholders, due to the collaborative nature of the culture. :
The person / function carrying out the activity.
Accountable
The person / function ultimately answerable for the correct and thorough completion of the deliverable or task, and often the one who delegates the work to the performer.
The person / function reviewing the result of the activity (other than the accountable). He has a right of veto / his advice is binding.
The person / function consulted to give his advice based upon his recognize expertise. He has a non-binding advice.
The person / function requiring to be informed of the result of the activity.
This is an expanded version of the standard RACI, less frequently known as RASIC, breaking the responsible participation into:
Responsible
Those responsible for the task, who ensure that it is done as per the approver
Resources allocated to responsible. Unlike consulted, who may provide input to the task, support help complete the task.
This is an alternative version of the standard RACI, foregoing the consulted participation and replacing it with:
Resources which play a supporting role in implementation.
This is an expanded version of the standard RACI, with an additional participation type:
Quality Review
Those who check whether the product meets the quality requirements.
This is an expanded version of the standard RACI, with two additional participation types:
Those who check whether the
set forth in the .
Those who approve the verify decision and authorize the product hand-off. It seems to make sense that the signatory should be the party being accountable for its .
This is an expanded version, of the standard RACI, also known as RACIO with one additional participation type.
Out of the loop (or omitted)
Designating individuals or groups who are specifically not part of the task. Specifying that a resource does not participate can be as beneficial to a task's completion as specifying those who do participate.
Another version that has been used to centralize decision making, and clarify who can re-open discussions.
A single driver of overall project like the person steering a car.
One or more approvers who make most project decisions, and are responsible if it fails.
Contributors
Are the worker-bees who are responsi and with whom there is two-way communication.
Those who are impacted by the project and are provided status and i and with whom there is one-way communication.
Another tool used to clarify decision roles and thereby improve decision making overall is RAPID(R), which was created by and is a registered trademark of .
The Recommend role typically involves 80 percent of the work in a decision. The recommender gathers relevant input and proposes a course of action—sometimes alternative courses, complete with pros and cons so that the decision maker's choices are as clear, simple and timely as possible.
The Agree role represents a formal approval of a recommendation. The 'A' and the 'R' should work together to come to a mutually satisfactory proposal to bring forward to the Decider. But not all decisions will need an Agree role, as this is typically reserved for those situations where some form of regulatory or compliance sign-off is required.
The Perform role defines who is accountable for executing or implementing the decision once it is made. Best-practice companies typically define P's and gather input from them early in the process
The Input role provides relevant information and facts so that the Recommender and Decider can assess all the relevant facts to make the right decision. However, the 'I' role is strictly advisory. Recommenders should consider all input, but they don't have to reflect every point of view in the final recommendation.
The Decide role is for the single person who ultimately is accountable for making the final decision, committing the group to action and ensuring the decision gets implemented.
Another tool used in organisation design or roles analysis.
Responsibility
Identify who is in charge of making sure the work is done.
Identify who has final decision power on the work.
Identify who actually does the work.
Identify who is involved to provide support to the work.
Identify who is informed that the work has been done (or will be started)
There are also a number of variations to the meaning of RACI participation types:
There is an alternative coding, less widely published but used by some practitioners and process mapping software, which modifies the application of the R and A codes of the original scheme. The overall methodology remains the same but this alternative avoids potential confusion of the terms accountable and responsible, which may be understood by management professionals but not always so clearly differentiated by others:
Responsible
Those responsible for the performance of the task. There should be exactly one person with this assignment for each task.
Those who assist completion of the task.
Those whose and with whom there is two-way communication.
Those who are kept up-to- and with whom there is one-way communication.
This alternative is focused only on documenting who has the authority to make which decisions. This can work across all sized work groups.
Authorized to approve an answer to the decision.
Recommends
Responsible to recommend an answer to the decision.
Those whose and with whom there is two-way communication.
Those who are informed after
and with whom there is one-way communication.
A Guide to the Project Management Body of Knowledge (PMBOK Guide). PMI Standards Committee, . 2010.  .
Jacka, M Keller, Paulette (2009). Business Process Mapping: Improving Customer Satisfaction. . p. 257.  .
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Blokdijk, Gerard (2008). The Service Level Agreement SLA Guide - SLA Book, Templates for Service Level Management and Service Level Agreement Forms. Fast and Easy Way to Write Your SLA. Lulu. p. 81.  .
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Kendrick, Tom (2006). Results without authority: controlling a project when the team doesn't report to you. AMACOM Books, division of the . p. 106.  .英语翻译Customer equity:Making marketing strategy financially accountable Abstract The article presents an overview of the literature on customer equity and how customer equity provides an opportunity for marketers to make marketing strategy fina_百度作业帮
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英语翻译Customer equity:Making marketing strategy financially accountable Abstract The article presents an overview of the literature on customer equity and how customer equity provides an opportunity for marketers to make marketing strategy fina
英语翻译Customer equity:Making marketing strategy financially accountable Abstract The article presents an overview of the literature on customer equity and how customer equity provides an opportunity for marketers to make marketing strategy financially accountable.Traditionally,Return on Investment (ROI) models have been used to evaluate the financial expenditures required by the strategies as well as the financial returns gained by them.However in addition to requiring lengthy longitudinal data,these models also have the disadvantage of not evaluating the effect of the strategies on a firm’s customer equity.The dominance of customer-centered thinking over product-centered thinking calls for a shift from product-based strategies to customer-based strategies.Hence,it is important to evaluate a firm’s marketing strategies in terms of the drivers of its customer equity.The article summarizes a unified strategic framework that enables competing marketing strategy options to be traded off on the basis of projected financial return,which is operationalized as the change in a firm’s customer equity relative to the incremental expenditure necessary to produce the change.Keywords Customer equity - return on marketing - brand equity - customer value - relationship marketing - marketing strategy - customer lifetime value - customer satisfaction measurement Ashwin Aravindakshan is a Ph.D.candidate at the Robert H.Smith School of Business at the University of Maryland.Roland T.Rust holds the David Bruce Smith Chair in Marketing at the Robert H.Smith School of Business at the University of Maryland,where he is Chair of the Marketing Department and directs the Center for Excellence in Service.His lifetime achievement honors include the American Marketing Association’s Gilbert A.Churchill Award for Lifetime Achievement in Marketing Research,the Outstanding Contributions to Research in Advertising award from the American Academy of Advertising,the AMA’s Career Contributions to the Services Discipline Award,Fellow of the American Statistical Association,and the Henry Latané Distinguished Doctoral Alumnus Award from the University of North Carolina at Chapel Hill.He has won best article awards for articles in Marketing Science,Journal of Marketing Research,Journal of Marketing (twice),Journal of Advertising,and Journal of Retailing,as well as MSI’s Robert D.Buzzell Best Paper Award (twice).His book,Driving Customer Equity (written with Valarie Zeithaml and Katherine Lemon) won the 2002 Berry-AMA Book Prize for the best marketing book of the previous three years.His work has received extensive media coverage,including a Business Week cover story and an appearance on ABC
客户公正:成功的因素行销策略财政有责任摘录文章呈现在客户公正方面的文学概观和客户公正如何提供一个机会给市场商人使销售策略财政有责任.传统地,在投资 (ROI) 模型身上归还已经用来评估被策略和被他们得到的财政回返是必需的财政开支.然而除了需要冗长的纵观数据,这些模型也有缺点不评估策略对公司的客户公正的效果.客户集中的为来自产品的变化考虑产品集中的思考呼叫的支配-对客户建立策略-立基于策略.因此,它很重要以它的客户公正的驾驶者的口吻评估公司的行销策略.文章概述一个被统一的使竞争销售策略选项走开以计画财政的回返为基础被交易能够的策略结构,被使～运作如在公司方面的改变关于的客户公正对生产变化是必需的逐渐增加的开支.牛鼻子字客户公正 - 在行销上归还 - 打上烙印公正 - 客户价值 - 关系行销 - 销售策略 - 客户终生价值 - 客户满足测量Ashwin Aravindakshan 是博士 在马里兰的大学生意的罗勃特 H.史密斯学校的候选人.罗兰 T.锈在马里兰的大学生意的罗勃特 H.史密斯学校销售方面举行大卫布鲁斯史密斯椅子,他是行销部门的椅子而且指示优秀的中心哪里运转中.他的终生成就荣誉包括协会的吉柏特 A.邱吉尔颁为终生的成就在行销研究 ,杰出的贡献给的美国行销广告在从美国学院来的广告奖赏中研究,服务的 AMA's 的事业贡献训练奖赏,人美国的统计协会,而且亨利 Latan é 在小礼拜堂小山从北卡罗莱那州的大学区别博士的男毕业生奖赏.他有在销售科学方面为文章嬴得最好文章奖赏,行销研究的日记,零售的行销 (两次) 的日记,广告的日记和日记和 MSI's 的罗勃特 D.Buzzell 最好地用纸糊奖赏.(两次) 他的书,驾驶客户公正 (由于 Valarie Zeithaml 和凯瑟琳柠檬写) 嬴得 2002 草莓类植物- AMA 书奖有早先的三年最好行销书之久.他的工作已经收到广泛的媒体报导,包括一个生意星期在美国广播公司上的护封故事和外表responsible的用法responsible for在句子用得恰当吗?Snow is responsible for the deaths of hundreds of people in the United states every year.Many people die in traffic accidents on roads that are covered with snow or ice._百度作业帮
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responsible的用法responsible for在句子用得恰当吗?Snow is responsible for the deaths of hundreds of people in the United states every year.Many people die in traffic accidents on roads that are covered with snow or ice.
responsible的用法responsible for在句子用得恰当吗?Snow is responsible for the deaths of hundreds of people in the United states every year.Many people die in traffic accidents on roads that are covered with snow or ice.
不太贴切吧be responsible for多用于人对···有责任 用leads to 吧
可以这样用的，表示这些损失要怪在大雪头上
完全正确，如果要突出”雪“跟多的话，可以说："The snow is responsible...."answerable or accountable, as for something within one's power, control, or management (often followed by to or for): He is responsible to the president for his decisions.
involving accountability or , as in having the power to control or manage: promoted to a responsible position in the firm.
chargeable with being the author, cause, or occasion of something (usually followed by for): Termites were responsible for the damage.
having a capacity for moral decisions and t capable of rational thought or action: The defendant is not responsible for his actions.
able to discharge obligations or pay debts.
reliable or dependable, as in meeting debts, conducting business dealings, etc.
(of a government, member of a government, government agency, or the like) answerable to or serving at the discretion of an elected legislature or the electorate.
; < Latin respōns(us) (see ) +
responsibleness, noun
responsibly, adverb
interresponsible, adjective
nonresponsible, adjective
nonresponsibleness, noun
nonresponsibly, adverb
preresponsible, adjective
quasi-responsible, adjective
quasi-responsibly, adverb
superresponsible, adjective
superresponsibleness, noun
superresponsibly, adverb
unresponsible, adjective
unresponsibleness, noun
unresponsibly, adverb
1. liable. 4. competent. 5. solvent. 6. honest, capable, reliable, trustworthy.
UnabridgedBased on the Random House Dictionary, (C) Random House, Inc. 2015.
Examples from the web for
He treats her like a human being, like a responsible person.
August 25, 2011
Bain contends she was responsible for the AEG deal, having started talks with them in January 2007.
August 1, 2009
The NRA is about upholding Second Amendment rights and teaching people to be responsible with those freedoms.
May 13, 2009
British Dictionary definitions for
(postpositive) usually foll by for. having control or authority (over)
(postpositive) foll by to. being accountable for one's actions and decisions (to): to be responsible to one's commanding officer
(of a position, duty, etc) involving decision and accountability
(often foll by for) being the agent or cause (of some action): to be responsible for a mistake
able to take rational decisions accountable for one's own actions: a responsible adult
able to meet f of sound credit
responsibleness, nounresponsibly, adverb
C16: from Latin rēsponsus, from rēspondēre to respond
Collins English Dictionary - Complete & Unabridged 2012 Digital Edition (C) William Collins Sons & Co. Ltd.
(C) HarperCollinsPublishers , , ,
Word Origin and History for
1590s, "answerable" (to another, for something), from obsolete French responsible (13c., Modern French responsable, as if from Latin *responsabilis), from Latin respons-, past participle stem of respondere "to respond" (see ). Meaning "accountable for one's actions" is attested from 1640s; that of "reliable, trustworthy" is from 1690s. Retains the sense of "obligation" in the Latin root word. Related: Responsibly.
Online Etymology Dictionary, (C) 2010 Douglas Harper
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