Horizontal Analysis of the RACI Matrix-2292527

Task 3:Horizontal Analysis of the RACI Matrix

There are RACI roles for the four main stakeholders in the project: Howard Chang (Project Manager), Sun Ho (Liaison Manager), the Bangalore team, and the Los Angeles team.

Define Project’s Scope

Responsible: Los Angeles team

Accountable: Howard Chang (Project Manager)

Consulted: Bangalore team

Informed: Sun Ho (Liaison Manager)

Develop Project’s Technical Specifications and Perform Development Activities

Responsible: Bangalore team

Accountable: Howard Chang (Project Manager)

Consulted: Los Angeles team

Informed: Sun Ho (Liaison Manager)

Conduct Weekly Status Meetings

Responsible: Sun Ho (Liaison Manager)

Accountable: Howard Chang (Project Manager)

Consulted: Bangalore team and Los Angeles team

Informed: Mary Bell (Howard’s Boss)

Resolve Specific Project Issues:

Responsible: Bangalore team

Accountable: Sun Ho (Liaison Manager)

Consulted: Los Angeles team

Informed: Howard Chang (Project Manager), Mary Bell (Howard’s Boss)

What is the impact if there are too many or too few roles in the distribution? Is the work getting done? Who is taking ownership of the tasks? Are there too many people involved?

In the horizontal analysis, it is shown that roles and tasks are thoughtfully designed and nicely allocated so that any actor will still have an equal role and each role is specific to each actor. One of the few potential worries is the incorporation of the Los Angeles office and the office in the city of Bangalore in the weekly meetings. Also, most of the time project problems are discussed as troubleshooting and this engages people at a large scale. As a result, keeping track of processes can become un-transparent or complex, and communication can stop functioning properly with undesired delays in resolving problems and making business decisions.

What is the impact of impact spaces, or what if every box is filled? Are all of these individuals or groups necessary? How does this impact progress?

The potential impact of “impact spaces” or “every box being filled” could lead to the following.

The potential impact of “impact spaces” or “every box being filled” could lead to the following.

When most of the interests in a project are not synchronized, the decision-making slows down and therefore resolving problems might be impossible since responding to changing needs promptly becomes impossible.

Each box contains a lot of information, indicating that matters of who does what is not well defined. All the stakeholders are aware of this. Having failed to achieve a consensus, the departments may eventually be struck by conflict, or even duplication of efforts, and interdepartmental communication breakdown, all of which can cause huge delays in the project.

Even though we have unambiguously assigned the responsibilities to different stakeholders, we can be expected to be facing several operational issues due to the very likely cross-cultural and the distance.

It so that it is clear and does not have many characters is necessary. It can call for a raft of measures such as merging certain functions, spelling out the decision-making limits, and remembering to give each stakeholder the resources and support to enable them to perform their duties effectively.

Are they equipped to handle these designations? Why or why not?

Based on the information provided in the case study, there are some indications that the stakeholders may not be fully equipped to handle their designated roles and responsibilities: Based on the information provided in the case study, there are some indications that the stakeholders may not be fully equipped to handle their designated roles and responsibilities.

The Bangalore team has technical exposure and dominance over the project execution activities as they initially prepared the successful prototype. This implies that the Bangalore team may need more support and coordination infrastructure to work efficiently. The Los Angeles team is somewhat skeptical about the capabilities level of the Bangalore team, with some of the developers expressing doubts about the quality of their work and commitment to the project. It could cause trust issues, and being unwilling to cooperate with the Bangalore team could affect the effectiveness of the RACI matrix and the entire project execution.

Sun Ho has just been appointed to the post of liaison manager after the previous incumbent is moved out. The case study indicates that there had been a weakening of links between the two teams, which can lead to poor communication and coordination

Explain the impact of your horizontal analyses on the team dynamics and group processes in place to get the work done. Consider if all individuals feel confident about their roles and responsibilities.

Horizontal analysis also brings about the problem of obsolete demarcation of roles, overlapping responsibilities, and high numbers of stakeholders involved in performing specific work, which leads to managerial inefficiencies and coordination problems. Only some people may feel equally empowered to perform their role or play it as expected. For example, the members of the Bangalore team voiced their dismay towards the lack of response from the Los Angeles team; on the other hand, Los Angeles team members alleged that the Bangalore team was not capable enough; ultimately, Sun Ho had the responsibility of preventing the relationship having been ruptured. Mr. Howard Chang (Project Manager) also needs help handling tasks issued to distributed teams.

Explain the impact of your horizontal analyses on the organizational culture.

The results show cultural cleavages between the remotely distributed teams and low mutual trust, which on the company culture level can be considered to be harmful because they. Aligning different beliefs and disbeliefs among the teams regarding each other’s capability and commitment levels reflects an urgent call for existent cultural misunderstanding and unappreciation. Simultaneously, the involvement of various parties representing some intersecting roles, as seen in the horizontal analysis, may generate a bureaucratic and cubical culture hampering accessible communication and decision-making since it is fast.

Develop a valid, comprehensive communication plan for the matrix, including details on communication methods, best practices, and high-risk areas.

Identify suitable virtual communication channels (regular video conferencing) and make instant messaging possible for easier team interaction. Employ project management applications and shared document libraries as means of synchronous communication and transfer of information. Encourage open and transparent communication between all stakeholders. Prioritize stakeholders to provide helpful feedback. Create cultural trends in which disciples accept and appreciate the differences.

Most importantly, a robust communication protocol and sequence of escalation steps should be created, and the decision-making process should be defined. Among employees in both Bangalore and Los Angeles locations, ensure that communication and coordination are exceptional for the efficiency in trust and response reporting.

Reflect on the usefulness of the RACI Matrix as part of leadership best practices. How does this tool promote positive workplace environments? How did this project support your goals of promoting continued growth?

By making the distinction between the roles and responsibilities of the stakeholders, to eliminate uncertainties and conflicts.

Effective decision-making and problem-solving which can be achieved by having the right personnel and stakeholders attend meetings at suitable levels.

Making an initiative to have transparency and open communication as a team and with the different layers of the organization.

This plan is a sure-fire way as long as the managing team of the project will take into account the likely problems, namely the prominent role performed by stakeholders, the unclear position of stakeholders, and the difficulties of multicultural cooperation in the case when the site of the project is located in another country.

Promoting continued growth calls for,

Develop trust and mesh cultural gaps among team members in different places through communication and workshops.

enable the staff to use the relevant materials and the required assistance and autonomy to become fully involved in their tasks.

Regularly revise and improve the RACI Matrix to stay applicable to changes in the project goals and the methods used within the organization.


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