Matrix Diagram

The matrix diagram is a planning tool that can help you organize large groups of tasks and responsibilities.

When do we use a matrix diagram?

You can use a matrix diagram to clarify responsibilities and to identify priorities for improvement. You can also use it to:

• match tasks with the individuals, departments, or functions completing them;
  
  
• show a relationship between a task and the responsible person, department, or function;
  
  
• rate the strength of that relationship; and
  
  
• assign accountability and plan actions.

How do we develop a matrix diagram?

The matrix diagram consists of four (4) major steps:

Step 1: Prepare for the matrix diagram session

Step 2: Agree on tasks

Step 3: Record responsibilities

Step 4: Rate each intersection

The example that follows illustrates a typical use of a matrix diagram in an administrative setting.

CHRISTINA, an administrative assistant, volunteered to lead a team responsible for updating her company’s operating procedures manual. She assembled a team of five people (who were affected by the policy) from different departments to work on this project.

Step 1: Prepare for the matrix diagram session

At the start of your matrix diagram session:

• Create a flip chart or an overhead transparency of a matrix diagram.
  
  
• Provide a time limit for the session. Generally, 45 to 60 minutes is sufficient.
  
  
• Identify a recorder. The job of the recorder is to write down (on a flip chart or overhead transparency) tasks, responsible individuals and/or departments, and the strength of the relationship. (View Diagram 1).

CHRISTINA called a meeting to clarify the team’s mission and to decide how to tackle the project at hand. She knew that the process would be complicated, so she suggested using the matrix diagram. She explained that it would help them identify the tasks and responsibilities needed to complete the project. Christina drew the matrix on a flip chart and asked Paul to be the recorder.

 

Step 2: Agree on tasks

Write the tasks or responsibilities that your team should do to fill out the first column in the matrix diagram. As a group, identify the tasks that you can accomplish by brainstorming.

Note: The tasks and responsibilities need not be in sequential order.

CHRISTINA asked the group to brainstorm a list of tasks they needed to complete to update the manual. The group decided on eight (8) major tasks: writing, proofing, editing, researching, binding, copying, training, and distribution. Paul recorded all the responses on the first column of the matrix diagram (View Diagram 2).

 

Step 3: Record responsibilities

At the topmost part (first row) of the matrix diagram, list the various individuals, departments, and/or suppliers that will complete the listed tasks or responsibilities.

AFTER agreeing on the task the team started to fill out the first row with names of team members and the departments and suppliers that would be involved in the project. Each team member was listed, so were the Human Resources Department and a local printer. Once again, Paul filled out the information in the matrix diagram (View Diagram 3).

 

Step 4: Rate each intersection

• For each intersection between a task and an individual/department/supplier, assign a “strength” rating using the following symbols:
  
  
  

P	-	Primary responsibility (i.e., this person/group is responsible for the task)
S	-	Secondary responsibility (i.e., this person/group helps complete the task)
C	-	Communications/needs to know (i.e., this person/group only needs to be in the communication loop)
+	-	more emphasis (i.e., this person/group has more responsibility than other similar strength ratings)
blank	-	no responsibility




• Remember, each task must have one (and only one) rating of “primary responsibility,” since this indicates ownership of the task. The “more emphasis” rating is used to indicate a difference between two similar “strength” ratings (i.e., if more than one person has two secondary responsibilities for a task, one might be labeled with a “+” for more emphasis). (View Diagram 4)

CHRISTINA directed the attention of the team members to the matrix diagram on the flip chart. She told them the next step was to assign a strength rating for each intersection between the task and individual/department/supplier responsibility. Maria was the best writer of the group, so she volunteered to take primary responsibility for the policy writing. Penny volunteered to help Maria, so she received an S. Juan volunteered to do the proofreading and needed to be in the “communication loop,” so he was given a C in the writing box. The rest of the group was left blank in this category. The team continued until each intersection was identified and rated with a symbol.

 

Decide On The Next Step

You know it is time to end the matrix diagram session when:

• all tasks have been identified;
  
  
• all individuals, groups, and suppliers needed to carry out the tasks have been identified;
  
  
• each intersection on the matrix has been rated;
  
  
• action assignments have been made (i.e., communicate responsibilities, etc.); and
  
  
• you have thanked the participants.

AFTER the team had rated all the intersections they reviewed the matrix to make sure that the assignments made sense and that everyone had the time to carry out the tasks. The team then clarified exactly what each member would be doing and set the first action assignments. Christina thanked Paul, the recorder, and called for another meeting the following Wednesday to review progress and make necessary changes in responsibilities. She thanked the members of the team and then adjourned the meeting, confident that everything that needed to be done to accomplish the project would be taken care of and that everyone was clear on who was responsible for what.

 

In summary, use the matrix diagram when:

• You want to match tasks with the individuals, departments or functions performing them.
  (When planning, we often forget or omit the actual writing of the plan. The matrix diagram forces team members to match tasks with the individuals, departments, or functions completing them.)
  
  
• You need to show a relationship between a task and the responsible person, department or function.
  (The matrix diagram should become a working plan that shows every implementation step and the person(s) responsible.)
  
  
• You want to assign accountability and plan actions.
  (Reviewing the matrix diagram periodically will help to hold people accountable to the plan of action.)

 

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