Using the Spi Index to Measure Plan Volatility

- Control the mobilization of human resources and equipment.

- Control the preparation of materials: Review contracts, orders of contractors, the status of material gathering at the construction site warehouse compared to the requirements of the work.

3.2.2.2 Using the SPI index to measure plan volatility

The status of the schedule is often elusive because it is difficult to tell whether a certain part of a task or project has actually been completed. Many projects fall into the trap of subjective assessment of progress. Subjective assessment - derived from the feelings of the project manager or project team members - tends to be overly optimistic in the early stages of the project. Even when the project has gone halfway according to the plan, if we only rely on intuition or feelings to assess the project, the connection between that assessment and reality will become too vague. The most effective solution to control progress is to use the Schedule Performance Index (SPI) to measure the variation of the plan.

Table 3.4 Data table measuring the plan's fluctuations from 2008 to 2010

(Information compiled from data collected in Appendices 4 to 9)

Value obtained

Year 2008	Year 2009	First 6 months of 2010
(BCWS) Realized Value as planned (million dong)	131,200	370,500	247,100
(BCWP) Income Value Actual (million VND)	90,500	249,200	111,800
SPI=BCWP/BCWS	0.69	0.67	0.45

Maybe you are interested!

• The Project on “Labor Money”, on Fair Exchange and the Labor Plan
• Measure 4: Increase "Project-style" Major Exercises for Students to Apply Mathematics to Solve Economic Problems.
• Measure 2: Develop a Management Plan for Testing and Evaluating Students' English Proficiency
• Appraisal of Investment Project Loan and Debt Repayment Plan
• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d

The SPI is the ratio of Actual Earnings to Planned Earnings. SPI is a value that indicates whether the project is on schedule or not. This is a question that all project participants want to have answered regularly. The question becomes even more difficult to answer in the case of large projects with many tasks being performed simultaneously. If one item is ahead of schedule while others are behind schedule, then what is the reality of the schedule plan? The SPI value indicates how the project progress is following the plan. If a project has a value of SPI (2008) = 0.69; SPI (2009) = 0.67 and SPI (6 months

early 2010) = 0.45 means that the project progress is behind schedule.

By determining the progress of tasks, we can confidently report all the entire progress accurately and objectively.

3.2.3.3 Use fishbone diagram to identify the causes of project delays

The Ishikawa method, or Ishikawa diagram, fishbone diagram, cause-and-effect diagram, is a method often used in businesses to identify problems and provide solutions in management and leadership. This method was proposed by a Japanese man, Mr. Kaoru Ishikawa, in the 1960s. He was a pioneer in quality management processes at the Kawasaki shipyard and is considered one of the contributors to modern management.

For progress management, analyzing the causes of slow progress in order to propose solutions to improve and plans to implement those solutions is a very necessary task. "Construction of the management and operation building of the Song Bung 4 hydropower plant" is one of the work items of the Song Bung 4 hydropower project that is behind schedule. The project manager needs to use the Ishikawa method to (i) Understand the current process; (ii) Identify the problem, its causes and consequences through previous surveys and investigations of employees of related departments; (iii) Propose solutions to improve and plans to implement those solutions.

The following diagram illustrates the analysis steps of the Ishikawa method:

a. Build an Ishikawa diagram with a clearly defined consequence: "Slow progress in construction of the operation management building". Identify the areas where the causes can be found (prioritizing the 5M areas that the method recommends: Matter - Man - Material - Machine - Method), in which Matter is the closest cause of the consequence.

Figure 3.4a Fishbone diagram to identify causes of delays

Management and operations area

Human

Method

Problem

Machines

Raw materials

Slow progress in construction of the management and operations building

b. Identify all causes and classify them using the 5M method.

Figure 3.4b Fishbone diagram to identify causes of delays

Management and operations area

Human

- The construction site management team is not present at the construction site regularly.

- Workers do not proactively prepare machinery and materials before construction within the required time

Problem

Poor preparation before construction

Method

- The construction site management team does not manage progress well.

- Detailed construction measures have not been developed yet.

- Construction plans are often changed

- Information between construction teams is not transferred.

Slow progress in construction of the management and operations building

- Machinery and equipment not

Always ready for construction

- Raw materials are not supplied on time.

between the elements

Determine the abutment

c.Machinesi correlation gRaw materials n people (e.g. no construction measures)

detailed construction method => information between construction teams is not transferred

=> Workers do not proactively prepare machinery and materials before construction within the necessary time)

Figure 3.4c Fishbone diagram to identify causes of delays

Management and operations area

Human

- The construction site management team is not present at the construction site regularly.

- Workers do not proactively prepare machinery and materials before construction within the required time

Problem

Poor preparation before construction

Method

- The construction site management team does not manage progress well.

- Detailed construction measures have not been developed yet.

- Construction plans are often changed

- Information between construction teams is not transferred.

Slow progress in construction of the management and operations building

d. Identify secondary causes (causes that are derived from a previous cause) (for example, construction methods have not been developed => machinery and equipment are not ready within the required time) and only keep the primary cause (For example: The construction site management team did not manage the progress well)

e. Check all the main causes

f. Find solutions to overcome those main causes.

Figure 3.4d - Fishbone diagram to identify causes of delays

Management and operations area

Human

* The construction site management team is not always present at the construction site.

* Workers do not proactively prepare machinery and materials before construction within the required time

* Construction site management is not good at progress management.

Method

*Detailed construction methods have not been developed yet.

*Construction plans are subject to change

* Information between construction teams is not transferred.

Problem

Slow progress in construction of the management and operations building

Poor preparation before construction

* Machinery and equipment not included

always available

ready for construction

Machines

* Raw materials are not supplied on time.

Note:

Raw materials

: main cause, need to find solution.

* : secondary cause

: (dashed arrow) chain of consequences stemming from the primary cause.

3.2.2.4 Solutions to handle slow progress from SPI index analysis results

- At any time the supervisor finds that the progress has been delayed (behind the plan), he/she shall immediately notify the Contractor in a meeting or in writing, requesting the Contractor to re-establish a detailed plan or schedule. In this detailed plan/schedule, the Contractor must show the increase in working time (overtime for example), human resources, the number of construction machinery and equipment as well as an additional construction measure (remedy) that meets the progress requirements to ensure completion time according to the contract or the investor's requirements.

- In case of delay due to force majeure or design changes or temporary suspension request from the Investor, if there is no re-agreement on the completion date between the two parties, the completion date will be moved back a period of time equal to the time of occurrence and handling of these events.

- In case the construction progress is seriously delayed (cannot be completed)

(the completion of the project, project item, package on the Completion date) The Supervisor shall immediately report to the Board Leader for handling according to the provisions of the Contract. At the same time, request the Contractor to re-establish the detailed progress with the solution to overcome the problem, review the report and the Board Leader shall consider and direct the implementation.

- Handling of serious delays:

+ The supervisor collects evidence of delays (documents on design changes, construction suspension, force majeure, etc.) and calculates the number of days of delay due to the Contractor's fault.

+ The supervisor drafts an official dispatch to the Contractor regarding the serious delay in the progress of the item/package. The content of the dispatch clearly states: the level of delay, the impact of the delay on the entire project, the cause of the delay under the Contractor's responsibility, the total number of days of delay, the total amount of penalty according to the Contract and (if necessary) invites the Contractor's director to a meeting to agree on a penalty plan.

+ Prepare meeting content and minutes with participants including Supervision Consultant and Contractor.

3.2.3 Strengthening the linkage between project participants

In the process of managing project progress, the Project Management Board must harmoniously resolve relationships with relevant parties: investors (EVN), sponsors, design consultants, supervision consultants, construction contractors, local authorities, etc. The above relationships interact and "collide" with each other. The above relationships can only be harmoniously resolved if the project management work of the Board is raised to the level of "art". Project managers must be good at professional expertise, proactive and creative in handling situations, and flexible in dealing with partners.

3.2.3.1 Building a responsibility matrix

The responsibility matrix details the responsibilities of each team involved in the project. The importance of this document increases when an organization is undergoing a restructuring process that creates collaborative relationships among employees within the organization. In such environments, many teams may

have nothing to do with other groups that will collaborate to complete the project tasks. The responsibility matrix is ​​ideal for showing the interplay within the organization. For large projects with many stakeholders, a stakeholder matrix should be developed to help PMs keep track of these stakeholders. A stakeholder matrix includes a list of stakeholder groups with the following information:

- Role for the project

- Demand for the project

- Project participation

- Level of impact on the project

This matrix is ​​a useful tool to evaluate during the project implementation phase when conflicts arise.

The responsibility diagram is created from the matrix model and is sometimes called a responsibility matrix or responsibility contract.

Purpose

Macro-level responsibility maps (project responsibility maps and principle responsibility maps) are constructed in the same way as micro-level responsibility maps (operational responsibility maps). However, the issues that they address are different. Project responsibility maps and principle responsibility maps explain and describe the roles of different parties on important project issues. Operational responsibility maps explain and describe the roles of specific people in specific project activities. Figure 3.7 illustrates the responsibility map.

Figure 3.5 Responsibility diagram

Principle responsibility diagram and project responsibility diagram :

Departments, management functions, source types, groups

Job Responsibility Chart : Individuals

Role

Principle Responsibility DiagramProject organization and management issues, technical issues Project responsibility chart

Milestones

Operational Responsibility Diagram

Activities

Principle Responsibility Diagram

Clarify the roles of different parties

Project Responsibility Chart

Clarify the roles of different parties in achieving milestonesOperational Responsibility Diagram

Clarify the roles of different individuals in performing the activity

Responsibility charts will also be used to clarify roles at both the macro and micro levels. The roles are the same at both levels. Figure 3.5 shows the different roles and abbreviations used on the responsibility chart.

Responsibility charts allow you to mark who will “do what,” meaning who will be responsible for performing which specific tasks.

We can also specify who will make a decision on a particular issue. We have two different decision symbols. We distinguish between major decision making and minor decision making. An issue can often be divided into sub-issues and the decision-making authority is divided accordingly. One person will make the overall decision (or “have the last word”). The decision-making authority for different sub-issues and the responsibility for those decisions will be held by different people or parties. The division into major and minor decisions can enable higher-level management to delegate minor decisions to other parties.

Table 3.5 Identifying project roles on the responsibility chart using abbreviations

XD

d PTCIA

Do the job

Make decisions individually or in the end Make joint or partial decisions Manage work and control progress On-the-job training

Must be consulted Must be informed

Ready to give advice

Table 3.8 further illustrates the use and interpretation of the decision symbols.