7 企劃與經營相關管理工具（一） Responsibility Assignment Matrix (RAM)

企劃與經營的工作常牽涉到組織內外各種人員，到底哪些人應該被通知、何時通知、哪些事該跟主管報告，常造成不必要的困擾。RAM將相關人員分為四個角色：R是完成任務，實際工作的人。Ａ則是負責成敗的人，也就是任務團隊的代表，交付品質決定者。Ｃ通常具有專案所需的特定知識，或曾經執行過類似任務，具經驗者。Ｉ的角色，最為複雜，可能是各級長官，也有可能是相關任務團隊的成員；其中最難拿捏的應屬，非直屬長官和其幕僚，有時需要讓他知道，有時又不想打擾太多。在一個組織中，知道何時該知會何人，大概就不會出事了。

A Responsibility Assignment Matrix (RAM), (also known as RACI matrix or Linear Responsibility Chart (LRC)) http://en.wikipedia.org/wiki/Responsibility_assignment_matrix

–      Describes the participation by various roles in completing tasks or deliverables for a project or business process. It is especially useful in clarifying roles and responsibilities in cross-functional/departmental projects and processes.

•     Responsible

–      Those who do the work to achieve the task. There is typically 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)

–    Those who are 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

–    Those whose opinions are sought; and with whom there is two-way communication.

•     Informed

–    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.